galing pook 2009 • 1 -...

Galing Pook 2009 • 1

2 • Galing Pook 2009

20092009200920092009Galing PGaling PGaling PGaling PGaling Pookookookookook

ContentsContentsContentsContentsContents

Cover Design, Layout and Main Articles by Allen M. Mariano • References supplied by LGUs • Photos by LGUs and Galing Pook File Photos

3 The Galing Pook4 Galing Pook Hymn5 Moving Towards an Archipelago of Good Governance6 Message from Development Bank of the Philippines7 Message from Land Bank of the Philippines8 Participatory Environment Management Barangay Luz, Cebu City10 Comprehensive Peace and Development Program Sarangani Province12 Clean Food and Water Laboratory Marikina City14 Facilitating Access to Social Services Taguig City16 Alliance Building for Peace and Conflict Resolution Municipality of Midsayap, Cotabato18 Creating a Garden City Quezon City20 The Ecosan Principle Bayawan City22 Organic Farming and Alternative Medicine Municipality of Surallah, South Cotabato24 Solid Waste Diversion and Reduction Program Makati City26 Integrated Survey System Malaybalay City28 Organic Fertilizer Marketing Barangay Barobo, Valencia City30 Resolving Tribal Animosities Tabuk, Kalinga32 Incentives for Local Innovations Bulacan Province34 Health Services for the Youth Parañaque City36 2009 National Selection Committee38 2009 Regional Selection Committee39 Galing Pook Foundation Board of Trustees and Secretariat


The Galing PThe Galing PThe Galing PThe Galing PThe Galing Pookookookookook

The PThe PThe PThe PThe Pararararartnerstnerstnerstnerstners

The Galing Pook awards is a pioneering programthat recognizes innovation and excellence inlocal governance.

It started in October 21, 1993 under the joint initiativeof the Local Government Academy-Department ofthe Interior and Local Government, the FordFoundation, and other individual advocates of goodgovernance from the academe, civil society and thegovernment.

The Asian Institute of Management carried on theawards program until 2001. Earlier in 1998, the GalingPook Foundation was formed as a juridical institutionto sustain the program.

Since 1994, more than 240 programs from 158 localgovernment units have already won recognition. TheGaling Pook winners are chosen each year from awide array of programs from local governments afterundergoing a rigorous multi-level screening process.

The winning programs are selected based on positiveresults, promotion of people's participation andempowerment, innovation, transferability andsustainability, and efficiency of program servicedelivery.

VisionVisionVisionVisionVisionWe are a leading resource institution that promotesinnovation, sustainability, citizen empowerment, andexcellence in local governance.

MissionMissionMissionMissionMissionWe promote excellence in local governance throughrecognition, sharing of information and support ofefforts to replicate best practices at the local level.

We encourage partnerships among civil societyorganizations, private sector, and governmentagencies at local, national and global levels to improvequality of life.

FORDFOUNDATION

LOCAL GOVERNMENT ACADEMY


Galing Pookmusic 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 adhikainAy simple lang naman

Sapat sa pangunahingMga pangangailangan

Saan mahahagilapAng mga munting pangarap

Makaigpaw sa hirapMaalwang hinaharap

Sa punyagi at kusaMunting pamayanan

Sa husay kinilalaUmani ng karangalan

Kayraming nagsasabingAng galing galing daw namin

Saan ba nanggagalingAno ba’ng anting-anting?

Simple lang yanKaya mo yan, Bay!

Sa malikhaing paraan, sa paraang malikhainKasama ang mamamayan, mamamaya’y pagsamahin

Pagbabago na lantad, lantad na pagbabagoTuluy-tuloy na pag-unlad, tuluy-tuloy na pag-asenso

Sa dami ng balakidSa dami ng hadlang

Ang diwang nalulupigNagtitiis na lang

Ngunit huwag kang papayagHuwag kang pabubuway

Tadhanang ating paladNasa ating kamay

Chorus counterpoint:Galing Pook..

Ang sabi ng iba, ang galing ng PilipinoMagaling na mang-isa, mandaraya, manlolokoAng sakit sa tenga, kahit di mo matanggapGanyan daw talaga, yan ang sabi ng lahat

Subalit doon sa aming mumunting komunidadNamayani ang maraming kabutihan ang hangadPinaghusay ang lokal na gobyernong niluklokPinagpala’t natanghal na isang Galing Pook!

Ang sabi ng marami, Pilipino ay tamadWalang respeto sa sarili, dangal at dignidadPalakasang palasak, boto na nilalakoLider na nagbubuhat ng sarili ring bangko

Di man maikakaila ay huwag nating lahatinDi mo rin maitatatwa, di man sukat akalainMagandang mga balita sa mga suluk-sulokKayraming halimbawa ng mga Galing Pook

Visit www.galingpook.org to download lyrics and music


MoMoMoMoMoving Tving Tving Tving Tving Tooooowards an Archipelagowards an Archipelagowards an Archipelagowards an Archipelagowards an Archipelagoofofofofof Good Go Good Go Good Go Good Go Good Govvvvvernanceernanceernanceernanceernance

Rafael L. CoscolluelaChairperson

Galing Pook Foundation

The 2009 Galing Pook awards has an unexpected twist. The Foundation is bestowing for the firsttime the annual recognition to fourteen instead of ten local government units.

This, in truth, is cause for celebration. Indeed, going back to the speeches during past awards ceremonies, wehave often heard of aspirations for more excellence in local governments. We wished not just for islands butfor an entire archipelago of good governance.

Propitiously, the decision by our colleagues comprising the 2009 National Selection Committee is wish-fulfilling.This year’s five awardees from Mindanao, two from the Visayas and seven from Luzon are a proud additionto our growing contingent of outstanding local government units.

Peace-building initiatives, effective environmental protection, health promotion, government-private sectorpartnerships for public welfare, financing public services, a comprehensive information system and an incentivesprogram for local innovations are the areas pursued by our new Galing Pook awardees.

The development concerns they address are not new; they are in fact common to most LGUs. The processesthey employ, likewise, do not involve rocket science and are instead inspiring in their replicability. Theirprograms, simply put, are recognized for the way they confront and effectively address “problems” with thebasic tools commonly employed by progressive and enlightened LGUs: knowledge, political will and people’sinvolvement. Plus, of course, a good measure of creativity and innovation.

What they do captures our imagination and strengthens our faith that good governance can and doesprosper in our beloved country. May their tribe increase.

Congratulations to our awardees, at maraming salamat sa inyong lahat!

The awardees captureour imagination

and strengthen our faiththat good governancecan and does prosper

in our beloved country


Dev Dev Dev Dev Development Bank ofelopment Bank ofelopment Bank ofelopment Bank ofelopment Bank of the Philippines the Philippines the Philippines the Philippines the Philippines

On behalf of the Development Bank of thePhilippines, may I congratulate the winners ofthe 2009 Galing Pook Awards. The success

stories of your outstanding local governance programsmean significant, positive strides continue to be takenparticularly in local economic development, localadministration and fiscal management, youthdevelopment, infrastructure, peace and development,health care, environmental management, andinformation technology, among others. These initiativesbenchmark the delivery of social services at the locallevel, and demonstrate that innovation and excellencein local governance is attainable and replicablenationwide.

DBP has long recognized the LGU sector as a majorand critical pillar in national development. We haveworked with many of you on a continuing basis, withour development priorities perfectly in sync with yourown LGU functions. Our myriad partnerships includethe development of a modern storage, handling, andtransport system nationwide to boost inter-island tradeand tourism, shorten travel time, lower transport costs,and consequently, bring down the cost of goods.

Together, we continue to prioritize the delivery ofsocial services such as housing, education, livelihood,health care, and community development. We havealso worked on LGU computerization programs thatwill enable efficiency in back-room operations.

DBP has also partnered with your respectivecommunities in the areas of environmentalmanagement, and in the provision of power and waterservices. We helped provide communities withadequate, affordable, and reliable energy services.We also provided funding assistance for new andrenewable energy projects. To promote environmentalprotection, DBP also financed industrial pollutionprevention and reduction projects, and cleanalternative fuels. We also worked with LGUs for solidwaste management, sanitary landfill, materialsrecovery facilities/composting facilities, and wastecollection.

There is certainly a wide scope of programs andactivities that DBP and the LGU sector have and cancontinue to collaborate on. Our goal is to touch basewith LGU officials, and provide you with the financialbacking to make a positive difference in yourrespective communities. DBP’s programs trajectorynot only addresses large developmental loans butlikewise pro-micro and pro-small scale. The economicsof the deal is such that it is a win-win situation foreveryone.

It, thus, follows that DBP continues to support theGaling Pook Awards program, as it recognizesoutstanding LGUs that prove outstanding governanceand that have projects that bestow positive socio-economic impacts, people empowerment, and aresustainable and replicable. We certainly believe thatby bestowing recognition on exemplary localgovernment projects, we can help raise the bar oflocal governance to ever higher levels.

These are the LGU partners that DBP looks forwardto working with—local leaders who guide theircommunities on the path to development. With theneed to energize the domestic economy in light ofthe global financial crisis, we encourage LGUs topartner with us for their priority development projects.We are looking at the right projects and the rightLGU-partners. Together, let us bring more effectiveand efficient service to the people we are bound toserve and set a sterling standard of service qualityfor the public sector.

REYNALDO G. DAVIDPresident and CEO

Development Bank of the Philippines


GILDA E. PICOPresident and CEOLAND BANK OF THE PHILIPPINES

Land Bank of the PhilippinesLand Bank of the PhilippinesLand Bank of the PhilippinesLand Bank of the PhilippinesLand Bank of the Philippines

We congratulate all winners in the 2009 Galing Pook awards whichserve as inspiration and models of excellence in the area of goodgovernance among our local government units. The pioneering and

sustainable programs you initiated which brought far-reaching, socio-economicbenefits to your constituents are truly noteworthy.

We also commend the Galing Pook Foundation for this recognition programthat chronicles best practices in Philippine local governance.

Through this prestigious award, other LGUs become more aware about howtheir counterparts in the country implement projects that empower and encouragepeople’s participation in the areas of livelihood promotion, environmentalprotection, disaster management, peace and order, housing, and fiscalmanagement, among others. The advocacy programs initiated by our localgovernment will have a lasting benefit not only to their respective communitiesbut to the growth and development of the nation at large.

We have always believed in the competency and capability of our LGUs. Thisis the reason why LANDBANK has maintained strong ties with our local governmentunits particularly in implementing various economic and assistance programs ofthe Bank geared towards the development of the countryside.

Mabuhay po kayo!

We have always believedin the competency andcapability of our LGUs.

This is the reason whyLANDBANK has maintained

strong ties with them!


Barangay Luz, CebBarangay Luz, CebBarangay Luz, CebBarangay Luz, CebBarangay Luz, Cebu Cityu Cityu Cityu Cityu CityPPPPParararararticipatorticipatorticipatorticipatorticipatory Environment Managementy Environment Managementy Environment Managementy Environment Managementy Environment Management

Turning trash into cash is but onefeat accomplished by theurban poor residents of

Barangay Luz in Cebu City. Theyalso managed to convince localfirms like the Ayala conglomerateto join and support theirenvironmental governanceprogram!

For decades, the people ofBarangay Luz struggled hard toacquire titles to the land wherethey were relocated. In 1989, theBarangay Luz Confederation ofCommunity Organizations persua-ded then Governor Lito Osmeña tosell the lots they occupied throughthe Community Mortgage Program.In the following years, the

barangay’s homeowners’ asso-ciations began profiling theirmembers, collecting savings, anddeveloping subdivision plans.

Subsequently, they begandiscussing solutions to communityissues such as access to water,domestic violence, savingsmobilizations, education, elderlyconcerns and waste recycling.Among the major problems theywanted to solve was solid wastedisposal. While the city is mainlyresponsible for collecting garbagefrom major city streets, thebarangays are expected to collectwaste from the inner streets andareas. The initial effort of the urbanpoor women’s groups to recycle

waste materials into bags that theylater sell to interested buyers ledto the development of a programthat can make money out of waste.

In 2002, the Kuarta sa Basuraproject was launched to enable theresidents to earn money throughrecycling, composting and otheractivities. It was part of a widersustainable community develop-ment program which entailed theparticipation of various stake-holders. The program aimed todevelop public awareness aboutenvironment issues, wastemanagement and related laws. Itencouraged the residents to beresponsible for their waste and tokeep the environment clean andhealthy.


To ensure the people’s participation and involvement,a massive house to house, awareness-raising campaignon environment issues, waste management and relatedlaws was conducted. Environmental and wastemanagement concerns were also integrated into theBarangay Development Plan. Barangay resolutions(BR) were subsequently passed to implement nationaland city laws on waste management in the barangay.These include BR 11-225 which established theBayanihan Savings program in 16 sitios. TheBayanihan Savings scheme is a financing programbeing replicated by the DILG. The innovation inBarangay Luz is that, instead of cash, recycled wastewas accepted as deposit for eventual loanapplications.

There were also mechanisms put in place to ensureparticipation. These include regular schedules for thecollection of degradable and non-degradable wasteand the establishment of an Eco Center that servesas the materials recovery facility of the barangay.The Eco Center is also a demonstration area forcomposting as well as a wellness garden. There werealso incentives such as the annual search for thecleanest sitio, formal recognition of individuals andbayanihan centers that have the most kilos of recycledwaste per year and the annual search for marketableproducts from waste.

Violators of the waste management ordinances werefined or ordered to render community service. The“no segregation, no collection” policy was strictlyenforced, and the youth were tasked to assist inmonitoring and apprehension.

The various community sector organizations (i.e.elderly, youth and women, sitios and homeownersassociations) are actively involved in awareness raising,cleaning, segregating, recycling, and monitoring theirown sitios and groups. The business sector, whichincludes the junk shops, ser ves as market forrecyclables.

The barangay was also able to enter into partnershipagreements with the Cebu Business Park/Ayala Centerand obtained a donation of one dump truck, a 2,800square meter space for the Tugkaran (a training centeron composting which employs 27 persons). It alsopartnered with government agencies like the CityAgriculture Office, Department of Environment andNatural Resources, and TESDA for information, skillstraining as well as coordination. It also tapped NGOs

for their advocacy network and capability buildingon gender rights, housing, nutrition, environment andgovernance. Local and international networks (e.g.Shangri-La Hotel, Ayala Center, Fair-trade Belgiumand Oxfam Netherlands) were also utilized to findmarkets for recycled products.

Today, practically all the residents segregate theirwaste. Many are involved in recycling andcomposting, and saving through waste at differentlevels and groups. The pride of the people ofBarangay Luz is quite evident over what theyaccomplished and their substantial role in it.

The barangay’s waste that is disposed in the citylandfill has been reduced to only 28%. The rest areconverted into cash through recycling (60%) andcomposting (10%). The barangay is also able toextend the use of allocated fuel for garbage truckfrom 14 days to 30 days.

Barangay Luz has turned into a model barangay forparticipatory environment management in the city aswell as the country. It has gained several awards andhas been invited to share and train other barangays,communities, local governments as well as schools andsubdivisions within and outside the city wanting toreplicate the program. The main ingredient in theirsuccess is undeniably the various stakeholder activeparticipation and involvement in their program.

Punong Barangay Nida C. CabreraTel No. (032) 416-9006Email: [email protected]

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Sarangani ProvinceSarangani ProvinceSarangani ProvinceSarangani ProvinceSarangani ProvinceComprehensivComprehensivComprehensivComprehensivComprehensiveeeee

PPPPPeace and Deveace and Deveace and Deveace and Deveace and Development Proelopment Proelopment Proelopment Proelopment Programgramgramgramgram

Peace building initiatives in war-torn Mindanao are not new.But the Sarangani Provincial

Government came up with a morecomprehensive program forpursuing long-lasting peace; aprogram that involves practicallyall its constituents.

In 2004, Sarangani’s Peace andDevelopment Task Force puttogether a Comprehensive Peaceand Development Plan. Thisbecame the technical blueprint forthe creation of a peace anddevelopment program forSarangani Province, which theydubbed Kalinaw Sarangani.

Kalinaw Sarangani is a programthat motivates the different ethno-linguistic groups in Sarangani to co-exist peacefully and harmoniouslyby fostering community dialogues,introducing community-ownedprojects and creating communitiesof peace. The program becamefully operational after thegovernor issued Executive OrderNo.16, Series of 2007 on August24, 2007.

In a nutshell, Kalinaw Saranganiaims to Institutionalize peace anddevelopment efforts by enjoiningthe citizens in peace building,development planning, decision-making, governance and formationof 50 Peace and DevelopmentCommunities or PDCs. It entailsculture sensitivity practices andactivities as well as sustainable

livelihood assistance, skillsdevelopment, infrastructure andother social services.

The program has three maincomponents: Peace throughAlliance Building and CommunityEmpowerment (PEACE); Madarisfor Peace (MaP); and, SpecialProject with Partners (SPP). All theprojects and activities arepackaged and implemented withthe participation and input of thecommunity members. Thus, skills inmanaging peace building initiativesare imparted at the grassrootslevel. The community andbeneficiaries also have directownership of the projects andactivities.

The PEACE project componentinstitutionalizes and promotes aculture of peace among the 50PDCs. The communities are involvedin all the local peace processes inpartnership with the barangayofficials, influential communityleaders, former Moro NationalLiberation Front combatants andeven the Local Monitoring Team ofthe Moro Islamic Liberation Front.

The MaP component embedsIslamic values education in thecurriculum of 50 Madrasah orIslamic schools of the province. Thiswould help mold the students intoenlightened, responsible, andpeace loving citizens and leaders.Madaris is the plural term forMadrasah.

The SPP component is a projectsupporting 18 PDCs, which is carriedout in partnership with the UnitedNations-Action for Conflict Trans-formation for Peace Programme.This special project providescommunity enterprise developmentassistance and basic services aswell as small infrastructure to thePDCs. In 2008, Habitat forHumanity Philippines and Growthwith Equity in Mindanao also startedsupporting this component. Theprojects are assessed on whetherthese bring more conflict or peaceto the community. Usually, thecommunity members providerecommen-dations on how toimprove the delivery and impact ofthe projects.

Kalinaw Sarangani replicates andalso builds on the UN Multi-DonorProgramme on peace anddevelopment. Among the inno-vations introduced was the puttingup of the Tindahan Para sa Kalinaw(TPSK), a small cooperative store.The TPSK is designed so that thewomen in the community couldgather and discuss communityperceptions, concerns, and issuesand contribute to creating a peaceand development community whileat the same time help in running asmall enterprise.

The local peace consultations anddialogues are conducted in aninnovative way as it blends thetraditional way of settling conflict


with the concepts of peacedialogues. They refer to thisprocess as the Kadsisinabute orKadsisinabuta . This method isappropriate for the largecommunities as it enables a wholebarangay to discuss peace anddevelopment issues as well as othercommunity concerns. The Kadsi-sinabute is facilitated and managedby the community membersthemselves.

The Kadsisinabute held in DatuDani, Kiamba in March 2008 ledto the pooling and centralization ofassistance from various NGOsworking for peace. This was howthe Kiamba Convergence was born.The Dialogue with Elders in Maasimcreated and established a groupof local ‘traditional’ mediatorscomposed of elders and datus tosolve conflicts and feuds. Skills incommunity dialogues using tradi-

tionally accepted means arepracticed by peace advocates topromote a more peaceful com-munity.

Peace Champions or BarangayPeace Advocates are produced bytraining barangay officials and keyleaders on mediation, negotiation,and dialogue. These tools areemployed at the community levelto resolve conflicts. Local disputesare primarily resolved throughdiscussions among elders and otherkey leaders in the community. Whilethe Lupong Tagapamayapa settleslocal conflict and disputes accordingto the Local Government Code, theBPAs are in-charge of settling theconflict before it escalates. Constantdialogues at the community levelare encouraged by the BPAs ratherthan immediately resorting to filingof formal complaints with theLupong Tagapamayapa.

Previously, Community OrientedPolicing System (COPS) Training atthe community level was carried outby program implementers calledKalinaw (Peace) Coordinators. Butthe communities suggested theinclusion of soldiers, police, formerrebels, and teachers among theCOPS Training facilitators. Startingin 2009, all COPS trainings areconducted by a composite teammade up of the military, police,teachers and barangay officials.

By all indications, the KalinawSarangani program is proving tobe a promising way to peace anddevelopment that LGUs will do wellto replicate the program.

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T Governor Miguel Rene A. DominguezTel. Nos. (083) 5082258, (083) 5083540Emails: [email protected] [email protected]


Street food is cheap,delectable and plentiful. Buteating these foods could

prove risky if the vendor does notpractice proper sanitary measures.

In Marikina City, the consumers areassured that the vendors sell cleanfood and water. This is because thecity government put up its very ownClean Food and Water Laboratory,which conducts regular tests todetermine if the water and foodbeing sold in the markets arepotable and safe.

The Clean Food and WaterLaboratory project aims to promotefood safety awareness amongproducers, manufacturers, foodretailers and consumers. Towardsthis end, the city governmentdisseminates information aboutfood safety and hygiene. Itdistributes a flyer on “SimpleHousehold Sanitation Practices” aswell as a brochure about the“Marikina Clean Food and WaterLaboratory.” Food Safety Bulletinsare put up at the Market Area. Inaddition, City Ordinance No. 63,series of 2003 required all foodeatery owners and helpers in publicmarkets in the City of Marikina toundergo Comprehensive FoodSafety and Personal Hygienetraining.

The project also entails regularmonitoring of the quality of waterbeing supplied and sold within thecity to ensure compliance with theSanitation Code of the Philippines(P.D. 856). This is mandated byOrdinance No. 167, series of 2001.

On a monthly basis, the water fromrefilling stations and haulers aretested for the presence of harmfulbacteria. In addition, joint watersampling is undertaken to monitorthe quality of the water beingsupplied to the consumers by thewater concessionaire, Manila WaterCompany. Samples are taken atidentified sampling points of thewater distribution system within thecity. The program aims to protectthe local populace againstwaterborne diseases and illnesses.

Meanwhile, the food being soldwithin the city is also continuallymonitored and tested to ensure thatit is safe. To determine if the foodestablishments are observingsanitation standards, microbio-logical testing is done by conductingrandom swab testing on foodcontact surfaces, utensils and eventhe hands of personnel who handle

food in the market. Even theduration and temperature of thefood being sold are monitored.

Consumers can file a complaintagainst erring food vendors. Thecomplainant fills up a form at thelaboratory and the owner of thefood stall is notified about thecomplaint. The results of the foodtest are then reported to theauthorities for appropriate action.Water samples with unsatisfactoryresults are dealt with accordinglyto prevent their consumption.Vendors who do not comply withthe standards set by the PhilippineNational Standards for DrinkingWater are meted sanctions by theSanitation Section of the CityHealth Office.

The project enticed the WorldHealth Organization to fund aprogram dubbed “Optimizing a

Marikina CityMarikina CityMarikina CityMarikina CityMarikina CityClean Food and WClean Food and WClean Food and WClean Food and WClean Food and Water Laboratorater Laboratorater Laboratorater Laboratorater Laboratoryyyyy


Model System for Linking FoodSafety Improvements in Streetand/or Market Vending toActivities Targeting Pover tyReduction.” This program alsopursues safe handling practicesand sanitation in food vendingactivities in the city public market.

The increase in Marikina PublicMarket’s revenue could be partlydue to the city’s high level of healthand sanitation standards. Even thefood testing laboratory has beenearning a tidy sum. This is partlydue to the additional requirementimposed by the Department ofHealth on all water refil l ingstations—they are required toundergo Water BacteriologicalExamination which is charged a feeof P300. The fee may seem heftybut is actually cheaper comparedto what is being charged byprivate laboratories. A fee of P200is charged for the HeterothropicPlate Count (for refilling stationsonly). As a result, the revenuesbeing generated from the programthrough collection of fees areenough to keep the program going.The taxpayers of Marikina City canavail of the services of thelaboratory for free for one test aspart of their privileges.

The food stall owners are activeparticipants in the program. Theresidents, private establishmentsand local government units of theneighboring cities/municipalities(Pasig, Rizal, Quezon City, Makati,etc.) are now also availing of theservices of the laboratory for watermicrobiological examination. Thecity government has also beenreceiving numerous invitations toshare its innovative programs toother LGUs.

The program is simple in the sensethat it takes only the necessaryfacility and a few but competent

and well-experienced people torun it. Operation cost ismanageable and any LGU can wellafford to adopt the program. Infact, a number of LGUs alreadyvisited the laboratory for adoptionpurposes with Muntinlupa Cityestablishing the same set-up in itslocality after such visits.

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Mayor Ma. Lourdes C. FernandoTel Nos. (02) 6461634, (02) 6829279Fax Nos. (02) 6465277, (02) 6462360


TTTTTaguig Cityaguig Cityaguig Cityaguig Cityaguig CityFacilitating Access to Social SerFacilitating Access to Social SerFacilitating Access to Social SerFacilitating Access to Social SerFacilitating Access to Social Servicesvicesvicesvicesvices

The rapid influx of outsiders intofast growing cities is referredto as urban drift. This

phenomenon brings a host ofproblems for the administrators andresidents of these cities. Theseproblems include the rise ofinformal settlements, lost jobopportunities for city residents, andinefficient delivery of socialservices.

To address the problems broughton by urban drift, the Taguig citygovernment launched the TaguigCitycard, an identification cardsystem that allows the residents tohave discounted or free access toa multitude of social services as wellas employment priority. Theobjective of the project is to ensurethe efficient and effective deliveryof social services and benefits suchas free education, hospitalization,funeral assistance, and housingprogram to city residents. It alsoaims to give employment priorityto Taguig residents and provide the

city government with an accuratedemographic profile of itsconstituents.

Taguig’s city government was wellaware of the enormity of providingeach resident or household with aCitycard. Fortunately, the LandBank of the Philippines (Landbank)agreed to produce 352,000customized cards for the projectfor free. The city government alsotapped the business community tocontribute to the project. Businessestablishments are levied a fee ofP750 annually for every non-Taguig resident employee that ithas in its workforce. Part of thefee would be used to subsidize thecost of social services. The citygovernment believes that imposinga levy, as opposed to raising taxes,is a better way of passing on thesocial cost of hiring non-residentsto the private companies. It is alsothe city’s way of encouragingbusinesses to hire locals.

The innovation of this program isseen in the cross-subsidy structurecreated through the Taguig CityCard—i.e. resources from thericher segments of society (such asthe private companies) arechanneled to serve the poor. Thisis true as evidenced by the P750-levy earlier mentioned. Anotherexample is that a high-endmemorial park was convinced toestablish a similar facility cateringto the poor.

For Taguig’s residents, the Citycardprogram offers rich benefits thatcover “womb-to-tomb” socialservices. Since its inception, theprogram has already benefitedmore than a thousand individualsin hospital bill discounts and freeburial niches in the city-ownedSerenity Park cemetery.

The production of the Citycardcommenced in August of 2008, andthe more than 3,000 citygovernment employees were thefirst recipients. So far, there are20,488 Resident Citycard holderswhile more than 50,000 Citycardapplications are being processed.The city government is confidentthat it can cover 50% of its totalhousehold or an estimated 54,000families by the end of 2009. Theaim is to provide one Citycard foreach family. The Citycard of thehead of the family also coversbenefits for the spouse and thechildren.

In July 2009, the city governmentstarted offering free collegeeducation at the Taguig CityUniversity to Citycard holders. This


means that Taguig students will nowbe able enter college withoutspending a single centavo fortuition, provided they or theirparents have the Taguig Citycard.The city government is alreadyexpecting to subsidize theeducation cost of more than 5,000students.

Aside from education, Citycardholders also enjoy medical andhospital benefits. Resident card-holders no longer have to payprofessional fees for doctors at theTaguig City Hospital (TCH), sincethe consultant doctors are nowunder the city government’spayroll. The cardholders are alsoentitled to a maximum of 40%discount on hospital room rates,basic hospital services andlaboratory tests at the TCH. Theyalso enjoy free annual physicalcheck-ups. An additional 5%discount on medicines in variousBotika ng Barangay outlets is alsoavailable, provided the prescriptionis issued by authorized TaguigBarangay or Health Center doctors.The TCH has already registered428 individuals who have availedof the Citycard’s medical benefits.

The Citycard is now a requirementto avail of the city’s socializedhousing program, the FamilyTownhomes Project, which to datehas benefited 535 homelessfamilies. Another 242 housing unitsare now in various stages ofcompletion.

Taguig residents can now avail offree funeral ser vices—fromembalming to the holding of wakesup to interment at the SerenityPark. Opened in December of2008, Serenity Park is the citypublic cemetery that features first-class facilities and amenities thatare at par with high-end burial

grounds such as Heritage Park inFort Bonifacio. It exclusively catersto Citycard holders. To date, thereare 310 individuals who haveavailed of the free burial niches atthe Serenity Park.

Registered senior citizens who areCitycard holders can avail of theP500 birthday gift from the citygovernment through their smartcards. Over 800 members of theOffice of the Senior Citizens Affairshave already enjoyed this Citycardbenefit. Also, the annualPamaskong Handog will be givenout by the local government basedon the master list of indigentCitycard holders. Citycard holderswill also have the chance to wincash and other prizes in monthlyraffle draws.

In the future, the Taguig Citycardwill also be used as a discount cardwith partner establishments. Moresocial benefits are being studied bythe city government forimplementation.

The program is participatory andempowering in the sense that thesocial services and other benefitsare uplifting the lives and lifestyle

of the constituents. The citygovernment considers the hugeapplication for Citycards as anindication of the people’sacceptance and participation in theprogram—i.e. the growing numberof Citycard holders indicates thatthe city government is effectivelyeliciting the support of itsconstituents.

The Taguig Citycard program isenvisioned and is designed tocontinue beyond the presentadministration because theprogram can be easily adopted bysucceeding administrations tomaintain the benefits that theconstituents are enjoying. Thebeneficiaries would also surelypressure the city leaders to sustainthe project. But the strength of theprogram actually lies in the citygovernment’s ability to deliver thesocial services. Sustaining theprogram will hinge on how the citymaintains the delivery of thesesocial services.

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Mayor Sigfrido R. TiñgaTel Nos. (02) 6283627, (02) 6283628


Conflicts in Mindanao are often rooted incompeting claims over the land. Often thedisputes escalate into violent and bloody

family feuds or rido which then end up in severalslayings.

Realizing that there could be a better way of resolvingconflicts, the Punong Barangays or village leaders ofsix barangays in Midsayap decided to form an alliancefor peace. They named their alliance NATULARANMU, which was formed out of the first syllables orletters of the names of the six barangays—i.e.Nabalawag, Tugal, Lower Glad, Rangaban, Nes, andMudseng. These riverside barangays vowed totransform their areas into sanctuaries of peace.

The six adjacent barangays of NATULARAN MU arepopulated by Christians and Muslims in varyingproportions. The main objective of the program is toestablish a conflict resolution mechanism for the sixbarangays. The alliance also serves as a mediatorbetween the individual barangays and the municipalgovernment. Through this mechanism, communitypeace and order issues are discussed, threshed outand deliberated at the inter-barangay alliance level.When the issue cannot be resolved by the alliance, itis referred to the municipal local government whichthen calls on the appropriate government agency.

The alliance garnered the support of variousstakeholders such as the local government unit, thenon-government organizations, national governmentagencies, people’s organizations, civil societyorganizations and even foreign funding entities. Aseries of seminar-workshops on the culture of peacewas conducted to better equip the barangay leaders

in their quest for empowered partnership and peacefulco-existence.

The Peace Council of the alliance traces its origin tothe forging of the Kasunduang Pangkapayapaan orpeace alliance on December 12, 2005 in BarangayNes. On March 1, 2007, the barangays declared theirrenewed commitment of pursuing the KasunduangPangkapayapaan. Thus, even when the year-longtechnical assistance provided by the IntegralDevelopment Services, Philippines (IDS Phil) and theGerman Technical Cooperation ended in March 2007,the alliance continued to pursue their mission ofresolving disputes in their areas. The program thatemerged was dubbed, “Strengthening the Inter-Barangay Alliance for Community Peace, Disputes(Rido) and Land Conflict Settlement Resolution.”

The NATULARAN MU Peace Council meets every lastSunday of the month. There was an agreement amongthe punong barangays that a fee of P200 per monthwould be contributed to pay for administrativeexpenses as the council does not have a regularbudgetary allocation from the barangays. But inpractice, the contribution is more voluntary in nature.The host punong barangay in a meeting, dialogue orpeace consultation usually takes the lead in shellingout funds for the snacks and transportation of theparticipants.

The alliance is more of a loose coalition rather than aformal organization, thus there are no receipt issuancesfor its business transactions. The disbursement of fundsdoes not yet undergo proper accounting.Nevertheless, the Peace Council has been able to makedo and adapt to the situation. This owes much to the

MunicipalityMunicipalityMunicipalityMunicipalityMunicipalityof Midsayapof Midsayapof Midsayapof Midsayapof Midsayap

Alliance BuildingAlliance BuildingAlliance BuildingAlliance BuildingAlliance Buildingfffffor Por Por Por Por Peace andeace andeace andeace andeace and

Conflict ResolutionConflict ResolutionConflict ResolutionConflict ResolutionConflict Resolution


dedication of the barangay officials who spend extratime and effort and even money from their ownpockets to pursue peace and conflict resolutionactivities beyond their individual barangays.

At this point, the barangays are working out how toallocate funds from their Internal Revenue Allotmentfor the alliance. As yet, there are no barangayresolutions that support the activities of the peacealliance or the peace council. But the members arepushing hard for official barangay, municipal and evenprovincial recognition of the inter-barangay peacealliance and the peace council.

Peace consultations, dialogues, hearings, meetings,actual visits and negotiations involve all six PunongBarangays of NATULARAN MU and even all thestakeholders in some cases. Government agenciessuch as the Department of Environment and NaturalResources (DENR), Department of Agrarian Reform(DAR), Philippine National Police (PNP), and theSangguniang Bayan of Midsayap (SB) are also invitedto participate from time to time.

The six adjacent barangays agreed that whateveraffects one barangay should involve all the rest inresolving the issue. Thus, Barangay Lower Glad andNes often serve as evacuation areas when either man-made or natural calamities impact on the otherbarangays. The collective effort is manifest in all theirpeace and order undertakings. When a Kanduli orcelebratory gathering is held to culminate a particularevent, all the different barangays would contribute ashare.

Most of the dispute cases handled by the NATULARANMU Peace Council are often conflicts over land. TheNATULARAN MU officers function as a sort of co-facilitator’s group rather than as judges. One casethat the Peace Council was able to fully resolveinvolved a 24-hectare land in barangay Mudseng thatwas being claimed by the Tomas family from Poblacion6 and the Gumaga family of Rangaban. The DENRserved as convenor of the Inter-Agency Task Forcein 2007. The area was eventually divided among thetwo warring parties.

One ongoing case involves 19 agrarian reformbeneficiaries (ARBs) who were issued Certificates ofLand Transfer (CLT) and 40 occupants of a 24-hectareland. Of the CLT beneficiaries, only one is an actual

occupant. The peace council held a series of dialoguesbetween the ARBs and the occupants and both partiesagreed that the Municipal Agrarian Reform Officerand the DENR will conduct another survey andmapping of the area to resolve the conflict. Whilethe resurvey is being conducted, the Natralan Muwould prevent any conflict arising between the ARBsand the actual occupants. In the other land conflictcases handled by the NATULARAN MU, the resolutionwas to maintain the status quo until further notice.

In a dispute between two warring families, theNATULARAN MU Peace Council talked to the familiesindependently and facilitated negotiations until bothparties agreed to resolve the problem in the presenceof the mayor and the police. Both families have sinceresumed working on their farms.

When members of the Armed Forces of the Philippinesconfiscated the firearms issued to the barangay tanodsof Tugal, the NATULARAN MU council requested the6th Infantry Division to investigate the matter. Thefirearms were returned and a military officer wasrelieved of his command.

With these achievements, it appears that the PeaceAlliance has made great strides towards really makingtheir areas into real sanctuaries of peace.

Today, more people have become appreciative ofthe role played by the NATULARAN MU in theircommunities and in their lives. During individualbarangay people’s assemblies, time is allotted for thereporting and deliberation of the activities of theNATULARAN MU Peace Council, which now playsvarious roles—as facilitator, mediator, referee, guide,enabler, peace and order enforcer and even anendorser of projects!

To help institutionalize NATULARAN MU, the IDS Philsubmitted a proposal to sustain the capability buildingof the Peace Council. Today, peace reigns in theNATULARAN MU. The situation in the region remainsvolatile, but the future looks promising as each of thestakeholders becomes more open to dialogue andpeaceful negotiations.

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Mayor Manuel M. Rabara, DDMTel No. (064) 2298018


Quezon CityQuezon CityQuezon CityQuezon CityQuezon CityCreating aCreating aCreating aCreating aCreating aGarden CityGarden CityGarden CityGarden CityGarden City

The Garden of Eden it is not,but Quezon City is beingtransformed into a Garden

City by the Quezon CityGovernment’s Parks Developmentand Administration Department(PDAD). When PDAD was createdin 1990, open space developmentbecame its foremost concern.Among the problems it had toaddress were the uncontrolledencroachment of informal settlersand the mushrooming ofestablishments in designated openspaces for parks and playgrounds.It also had to contend with theillegal re-classification of openspaces into residential areas.

The PDAD pursued a program thataimed to develop open spaces andhistorical sites, upgrade andmaintain existing parks, preventand remove informal settlers, andensure public safety, cleanlinessand neatness. More importantly, theprogram encouraged theparticipation of the private sector,NGOs, POs and concerned citizensin parks development andmaintenance.

The barangay councils, home-owners and the city governmentsigned Memoranda of Agreementto work together in keeping theparks alive and well maintained.Constant dialogues and discussionswere held with the barangays andhomeowners associations regardingthe development of the park withintheir area. Their banner cry wasUpgrade, Upkeep and Transform.This meant putting the city’s basicsystem in order, removing the blightthat defaced the cityscape andsignificantly improving thecityscape and city life.

In 2000, or before the programstarted, there were 553 identifiedopen spaces all over the city, 132were developed and 421 wereundeveloped. The massive parksdevelopment program by theincumbent administration started in2003 and continues to this day.During that period, 111 more parkswere developed as SerbisyongBayan or “SB” parks. There ispractically one park in everycommunity cluster. The 142barangays, which are the directbeneficiaries of these parks, are

the city’s partners in the upkeep andmaintenance of these parks.

The parks that underwent majormakeovers were the La Mesa EcoPark in 2003, the C.P. Garcia Parkin 2004, North Olympus Park in2007, and the Tandang Sora Shrinein 2008.

Before its development into a park,the CP Garcia Park was occupiedby informal settlers and was alsoused as site for various businessconcerns such as canteens, auto-repair shops and junk shops. It wasalso utilized as parking area anddumping site of assorted debris. In2003, a joint resolution filed bythree barangays (UP Campus,Teachers Village-East and Krus naLigas) requested the CityGovernment to appropriate fundsfor the development of the lot intoa mini park and playground. Today,the CP Garcia Park is frequentedby thousands of promenaders andstudents from the nearby schoolsand communities.

The old site of the Tandang SoraShrine was located about 46 metersfrom Banlat Road surrounded bythe shanties of informal settlers. OnNovember 24, 2005, the QuezonCity Council approved anOrdinance “authorizing the CityMayor to expropriate a parcel ofland situated alongside BanlatRoad, Quezon City with an area of550 sq. m. for the purpose oferecting the new Tandang SoraShrine.” The transfer and


development of the Tandang SoraShrine was coordinated with theNational Historical Institute, Kaanakng mga Bayaning PilipinoFoundation, and the heirs ofMelchora “Tandang Sora” Aquino.The park is now truly a fine tributeto one of the country’s nationalheroes.

The La Mesa Eco Park is consideredas one of the oldest parks inQuezon City situated in the heartof the La Mesa Dam Watershedwhich sprawls over 2,700 hectaresin Novaliches, Quezon City. Abiodiversity assessment made bythe UP Los Baños indicated thatvarious rare species of plants andanimals thrived in this cool, forestedarea. Developing the park wouldhelp in the conservation of thesespecies.

Together with the ABS-CBNFoundation and the MetropolitanWaterworks and SewerageSystem (MWSS), the Quezon Citygovernment restored the 33-hectare area into an ecologicalresort. This tree-lined paradise isnow one of the natural jewels ofQuezon City, a place where thepublic can commune with nature,

take a refreshing swim or go for arelaxing boat ride.

The parks provide intrinsic,environmental, aesthetic, andrecreation benefits to Quezon City.They are also a source of positiveeconomic benefits and a goodfinancial investment. They enhanceproperty values, increase the cityrevenue, bring in homebuyers andworkers, and attract retirees.Massive parks development alsoanswered the clamor for breathingspace in the city. The refurbishedparks contributed to urban renewaland brought a sense of calm in themidst of the stressful concretejungle.

The pro-active participation ofother government entities, theprivate sector, NGOs andconcerned community and churchleaders in various aspects of parksdevelopment, from improvementto maintenance and management,has become a unique and usefulapproach in local governance. Thishas allowed the city government tomaximize devolution anddecentralization and to ensure theprogram’s sustainability. Visitortraffic in La Mesa Eco Park for this

year alone is expected to hit the400,000 mark or roughly 1.5million “eco-tourists” since 2005.Gate receipts and school packagetours have also becomecontributing factors in sustaining theLa Mesa Eco Park’s undertakings.

Since the LGU has an annualappropriation for various parks’repair and maintenance program,there is an assurance that the parkamenities and facilities are properlymaintained for public use whileincidents associated with dila-pidated and ill-maintained facilitiesare prevented. To spread thebenefits of beautiful landscapesthroughout the city, the QuezonCity government empowersbarangays to develop a people’spark in their communities, in a cost-sharing arrangement. The return oninvestments comes in the form ofincreased property values,improved well-being of consti-tuents, better peace and order,and a better image for the city.

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Mayor Feliciano R. Belmonte, Jr.Tel. Nos. (02) 9243592, (02) 9256045Fax No. (02) 9216750


Bayawan CityBayawan CityBayawan CityBayawan CityBayawan CityThe Ecosan PrincipleThe Ecosan PrincipleThe Ecosan PrincipleThe Ecosan PrincipleThe Ecosan Principle

Sewage disposal is a hugeproblem that confrontsdensely populated areas. If

sewage is not treated properlybefore being disposed, fecalpathogens and organisms couldcontaminate scarce water resourcesand cause an outbreak of illnessand even death, especially amongcommunities that sti l l rely oncommunal wells for their domesticwater needs.

Putting up a waste water treatmentfacility is the typical solution to theproblem, but the City Governmentof Bayawan went beyond the usual.With the help of the GermanTechnical Cooperation agency, itestablished a more economical andecologically sustainable sanitationsystem they dubbed “Ecosan.”Structured on the principles ofrecycling, Ecosan facilitates thecomplete recovery of nutrients fromfeces, urine and greywater for re-

use in agriculture while at the sametime reducing water pollution andconserving water resources.

The system has two componentswhich take into account populationdensity and water supply. One isthe establishment of DecentralizedConstructed Wetland Treatment(CWT) facilities in peri-urban areaswhere population is dense. Theother is the construction of UrineDiversion and Dehydration Toilets(UDDT) in the hinterland areaswhere population is scattered andwater supply is limited.

In the CWT, the root system of alocally abundant reed plantedwithin the treatment beds breakdown the pollutants into simplecompounds and the treated wateris stored for appropriate re-usesuch as for irrigation, construction,and fire fighting. Conventionaltreatment facilities would have cost

the LGU about P30 million, whichdoes not yet include chemicalsupplies, maintenance and powerrequirements. The CWT onlyrequired a start-up investment ofP9.7million.

With the UDDT, water flushing is nolonger required since feces andurine are separated and isolatedfrom each other. Treatment isaccomplished through dehydration,and properly designedcontainment chambers ensure thatfecal pathogens do notcontaminate water sources.Properly stored urine and sanitizedfeces are utilized as fertilizer andsoil conditioner. Building a newconventional toilet costs betweenP25,000 to P30,000. An Ecosantoilet costs only about P10,000 orless, depending on the choice ofmaterials.

Since treatment and sanitation areachieved by natural processes, theEcosan systems are easier and lesscostly to operate and maintain asthey do not require complicatedequipment or expensive chemicals.They also require lesser energy

Structured on theprinciples of recycling,

Ecosan facilitatesthe complete

recovery of nutrientsfrom feces and urine

for re-usein agriculture

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Mayor German P. Saraña, Jr.Tel. No. (035) 531 0020 to 21 loc. 0Fax No. (035) 5310728


and can be constructed usinglocally available materials.

More than merely complying withenvironmental regulations andspending less money, the LGU wasable to raise the public’sawareness about the importanceof protecting and preserving theenvironment. Social preparationwas strictly implemented to ensurethat users are properly orientedabout their roles andresponsibilities in the operationand maintenance of the toilets.Rules and regulations were set andagreed upon by the stakeholders.A community-based monitoringteam and the Ecosan technicalworking group were organized tojointly conduct regular monitoringof the project. During evaluationsessions, the project team discussesrelevant issues and appropriatesolutions with the beneficiaries.

What is noteworthy is that thewomen play a key role in themanagement of the project. Topromote hygienic behavior amongthe young, the LGU plans to putup UDDTs in all public schools inthe city, in coordination with schoolofficials and the Parent-Teachers-Community Associations. Ecosanprojects have also beenincorporated in the Long Term-Development Plan of the city.

The CWT project is a pioneeringventure as it is the country’s firstLGU-constructed and managedwetland wastewater treatmentplant. Many visitors from otherLGUs and even other countriesconduct learning visits. CityOfficials have also been invited topresent the initiatives in nationalfora and gatherings like the 1st

Philippine Sanitation Summit,World Water Day Summit, 10th

Annual Roundtable Discussion onInnovative Water Sanitation forP3R, National Conference of SmallWater Service Providers and theInternational Conference onSustainable Cities and Villages atDongsheng, Erdos, China. TheProvincial Government of NegrosOriental, bolstered by BayawanCity’s experience, will soon belaunching Ecosan dry toilets inselected areas. Other agencies

interested in Ecosan can count onBayawan City for guidance andsupport should they carry outsimilar projects in their areas.

Bayawan’s Ecosan concept couldeventually herald a new policy shiftin sanitary and environmentalmanagement. It will surelycontribute to the growing body ofknowledge on the improvement ofsanitation programs and systems.


Municipality of Surallah, South CotabatoMunicipality of Surallah, South CotabatoMunicipality of Surallah, South CotabatoMunicipality of Surallah, South CotabatoMunicipality of Surallah, South CotabatoOrganic Farming and AlternativOrganic Farming and AlternativOrganic Farming and AlternativOrganic Farming and AlternativOrganic Farming and Alternative Medicinee Medicinee Medicinee Medicinee Medicine

By combining organic farmproduction and alternativemedicine, the people in the

Municipality of Surallah havecome up with a program thataddresses hunger and poverty,food security, rural improvement,environmental preservation, healthdevelopment, and socio-economicissues. The program is called thePARAISO HIMSUG, a comple-mentary program implementedtogether by the MunicipalAgriculture Office and theMunicipal Health Office.

The Palangumhan Aton Respe-tuhon, Atipanon, Ibalik angSinadto kag Organiko (PARAISO)component of the program entailsorganic and bio-dynamic practiceswhich promote an ecologically-sound and economically viablefarming system. PARAISO alsoprovides an innovative alternativemethod of composting farm wastes.The HIMSUG (healthy living)component focuses on theproduction of alternative medicine,whose inputs come from theproduce of organic and bio-dynamic farming.

In the families who adopted theprogram, the men practice organicbio-dynamic agriculture while thewomen help produce alternativemedicines in ways that are bothdependent on each others’ inputsand outputs. Raw materials used inalternative medicine productionwere grown with the application ofKorean Natural Farming (KNF) andbio-dynamic (BD) preparations inPARAISO.

In the household, the childrentogether with their parents brewKNF and BD preparations. Thefather applies the KNF and BDpreparations to agricultural crops.The women then process crops intoalternative medicine preparationswhich they sell to consumers. Thus,the program enhances rural womenand youth participation, promotesaccess to livelihood and at thesame time improves their healthcondition.

As a result of this initiative, thecommunity has better access tosafe and quality food, increasedhousehold income, reduced cost offarming inputs, lower purchaseprice of synthetic medicines, and aclean environment. Surallah waseven adjudged as the Cleanest andGreenest Municipality in thePhilippines in 1995 and theCleanest and Greenest Munici-

pality in South Cotabato from 2005up to the present.

An initial number of 127 farmersadopted the program’s PARAISOcomponent in 2006. The numberof adopters increased to 703before the last quarter of 2009.The initial area of 64 hectareswhich implemented PARAISO in2006 increased by 915% to a totalof 650 hectares in 2009.

The farmers engaged in PARAISOgained an 87% increase inhousehold net income or aboutP27,000 per hectare per croppingcycle. As a result, some farmingfamilies were able to get out ofindebtedness. Apart from increa-sing incomes, the PARAISOprogram contributed to environ-mental conservation. Moreover, thefarmer adopters showed that self-sufficiency and food security is


attainable through organic and bio-dynamic agriculture.

Meanwhile, HIMSUG entailed theproduction of alternative medicineusing traditional and readilyavailable raw materials in thecommunity. With the use ofdifferent medicinal preparationsfrom sambong, lagundi, turmeric,banaba and other locally availableraw materials, the LGU provided anew health program paradigm thatis low-cost, highly accessible, andeasily adoptable.

The HIMSUG component led to anestimated increase of P3,500.00per month in the income of familieswho participated in the program.In 2007, 244 barangay healthworkers and barangay nutritionscholars started to adopt theHIMSUG program. Towards the lastquarter of this year, 535 womenare regularly producing processedalternative medicines everyday.

The LGU-Civil Society Organi-zation partnership was proven tobe a key factor in enlisting theparticipation of farmers in theprogram. To deepen the sense ofownership of the program amongconstituents, the farmers, farmworkers, fisher folks, rural women,young farmers and entrepreneurswere trained on organic and bio-dynamic farming and alternativemedicine. The PARAISO HIMSUGProgram implements the counter-part sc heme among benefi-ciaries—the LGU provides inputswhile adopters provide equity interms of land, labor and time.

The continual increase of PARAISOadopters with an average annualgrowth rate of 77% and HIMSUGpractitioners with an averageannual growth rate of 48%

indicates that the program can beeasily replicated and sustained.

The LGU also issued an ordinanceto allocate funds for programimplementation. Several trainers’training were conducted amongagricultural technicians, municipalhealth personnel and all LGUemployees for them to understandand become advocates of theprogram. More trainings amongfarmers, youth and women werethen conducted to downstream theprogram.

A major leap in programsustainability was realized whenthe PARAISO HIMSUG Programwas integrated into the curriculumof the Surallah NationalAgricultural School. In continuallyadopting the multi-stakeholderparticipatory approach, thePARAISO HIMSUG programbecame part of the priorityExecutive and Legislative Agendain 2009. In the Goal AchievementMatrix undertaken by the LocalDevelopment Council, PARAISOHIMSUG was identified as aprioritized program in the

Comprehensive Development Planand Comprehensive Land Use Plan.

The PARAISO HIMSUG Programhas drawn attention nationwide.Surallah has even hosted differentexposure trips for local officials andfarmers from Luzon and Visayas.This can only mean that morefarmers and households will soonbe pursuing more ecological andsustainable farming methods.

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Mayor Romulo O. Solivio, Sr.Tel. Nos. (083) 2383387, (083) 2383578


Makati CityMakati CityMakati CityMakati CityMakati CitySolid WSolid WSolid WSolid WSolid Waste Divaste Divaste Divaste Divaste Diversionersionersionersionersion

and Reduction Programand Reduction Programand Reduction Programand Reduction Programand Reduction Program

Ganito kami sa Makati!” isthe proud declaration ofnot only the city

government but also the residentswho seem to be quite proud of whatthey have accomplished in the city.Among the more notableaccomplishments is their collectiveeffort to reduce solid waste.

After learning that 40% of Makati’ssolid waste were recyclablematerials which could be reduced,reused and recycled, the citygovernment came up with theirSolid Waste Diversion andReduction Program which initiallyaimed to reduce solid waste by 25percent within five years startingin 2003. The program was alsodesigned to increase the income ofindigent households who can earncash by bringing recyclablematerials to material recoveryfacilities. The program also aims toinculcate the importance of wastesegregation and complement theefforts of the national governmentto address the critical situation of

solid waste accumulation in thecountry.

The Waste Diversion and ReductionProgram entailed various initiativesand projects that elicited supportfrom various sectors. For instancethe Ayala Foundation Inc. providedthe seed fund and the venue forthe implementation of the Baratilyong Basura. The Philippine Businessfor the Environment identified andtapped recyclers who will take partin the recyclables collection, whilethe City Government provided thelogistics such as tents, transportationand secretariat services.

For the Baratilyo ng Basura saBarangay, the Kapisanan ng mga

Junkshop Operators sa Makatiprovided logistical support (i.e.supplies and materials, food, t-shirts,etc.) while the cluster barangayscheduled the event on a regularbasis and provided the venue. Theactive participation of localcommunities in planning,implementation, monitoring andevaluation of environmentalprograms and community plansimparted a sense of ownership,whic h helped ensure thesustainability of the program.Moreover, the application ofperformance measures in theimplementation of the programprovided vital information orfeedback on how well the programworked.


The Barangay Solid WasteSegregation and ResourceRecovery project focused on thedevelopment of ecological solidwaste management in thebarangays. The project sets thestandards for waste segregation,recycling and composting,establishment of linkages withjunkshops and livelihoodcooperatives, enforcement anddocumentation. The Bantay BatangBasura project involved theinstallation of recycling andcomposting areas within 38 publicschools in the city. Meanwhile, the3B sa Pasko project entailed therecycling of solid waste materialsinto novelty items such as Christmasdecor. This project was pursued inpartnership with barangaylivelihood committees, NGOs andother government offices. TheMakiramay sa Kalinisan ng AtingBayan program ensured that thecollected wastes coming from fourfuneral parlors in the city are solidwastes and not mixed with toxicand hazardous wastes.

The Gulong Sulong sa Kalinisanproject involves ambulant vendorsor the informal sector in thesegregation and waste reductionprogram. The Tsuper ng BayanKaakibat sa Kalinisan programrequired the installation of trashbins inside all public utility vehiclesto prevent indiscriminate dumpingof litter along the streets while thevehicle is in motion. The WeekendWaste Market providesconvenient, accessible and regulardrop-off areas and buying stationsof recyclables for both traditionaland non-traditional waste. TheBaratilyo ng Basura sa Barangayis a barangay-level waste marketthat aims to improve collection ofnon-traditional wastes likecomputer monitors. This project is

implemented in partnership withthe Kapisanan ng JunkshopOperators sa Makati. Lastly, theCity Hall Recyclables CollectionDrive compels Makati City Hallemployees to use both sides ofpapers to reduce paperconsumption and acquisition costfor office supplies.

As a result of these complementaryprograms, the volume of solidwastes in Makati decreasedovertime. The accumulated volumeof wastes reduced from 2003 to2008 is 2,590,842 cubic meters.Thus, the program was able toreduce 84,196 tons of equivalentcarbon dioxide. Moreover, theprogram generated a total incomeof P9.14 million in 2008 for allsectors through the differentprojects implemented. Incomegenerated from penalties paid byviolators of the anti-littering lawfrom 2003 to 2008 amounted toP4.05 million. The reduction in thevolume of wastes translated into agradual decrease in the number ofgarbage collection trips and lowercost of garbage collection anddisposal in the past five years.From 159 trips daily in 2002, thenumber of trips per day went downto 128 in 2008.

Needless to say, the solid wastereduction and diversion programhas increased the level ofawareness on environmental issuesof various sectors including thehousehold, commercial, institu-tional, schools, and industrialsectors. The city’s Department ofEnvironmental Services has 20active environmental partners thatsupport the implementation of solidwaste management in the city. TheDepartment of Education – Makati(DepEd) has already integratedenvironmental managementparticularly ecological solid waste

management in the basic curriculumof Makati Public Schools.

To ensure the program’s sustai-nability, enabling mechanisms havebeen institutionalized. Theseinclude a well-defined organi-zational structure, communityparticipation, budgetary support aswell as information dissemination.The active participation of theresidents, stakeholders and civilsociety was harnessed throughintensified information disse-mination, consultations, barangaydialogues and monitoring to ensurethat the implementation of theprogram remains robust.

The success of the project hasgenerated interest from local aswell as international institutions. Itwas presented as best practice tolocal government units as well as adestination of the Lakbay-Aralprogram. On October 8, 2008, theprogram was presented by the citymayor to an audience inWashington, DC in connection withthe International Risk ReductionDay, Climate Resilient Cities Primer.It was also presented to theAmerican Chamber of Commerceon August 12, 2008 and in BacolodCity on May 27-28, 2009 in linewith the Kitakyushu Initiatives for aClean Environment, NationalConference on Solid WasteManagement. Visitors fromMalaysia, Indonesia, India andJapan have also studied theprogram. Perhaps, soon, other citieswill also be able to proclaim thatthey also do things much better atleast in terms of reducing, recyclingand reusing solid waste.

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Mayor Jejomar C. BinayTel. Nos. (02) 8954991, (02) 8701741Email Address: [email protected]


Malaybalay CityMalaybalay CityMalaybalay CityMalaybalay CityMalaybalay CityInteInteInteInteIntegrated Surgrated Surgrated Surgrated Surgrated Survvvvveeeeey Systemy Systemy Systemy Systemy System

Programs and services areappropriate and responsivewhen accurate data is

gathered about the needs anddesires of the beneficiaries. This isoften the reason why governmentagencies carry out surveys. But ifthese surveys are donehaphazardly and withoutcoordination, they end up wastingtime, effort and resources.

The city government ofMalaybalay is aware of the sort ofproblems that occur when its variousdepartments conducted separatesurveys. To address this concern, theMalabalay’s Planning andDevelopment Office developedthe Malaybalay Integrated SurveySystem (MISS). The systemintegrated data gathering at thebarangay level.

They patterned the MISSquestionnaire after the Community-Based Monitoring System (CBMS)of the Department of the Interiorand Local Government. But it wastailored to fit the needs of thedifferent departments of the citygovernment. The CBMS has about100 questions while the MISS has231. The MISS was rolled out inMarch 2008 and computers wereprovided to all the 46 barangaysof the city.

A distinct feature of the MISS is thatthe survey is conducted by the 420Barangay Health Workers (BHW)and midwives who are mostlywomen. A data processing programwas developed by the in-houseprogrammers of the citygovernment so that the BHW couldcarry out the data processingthemselves. About 98 percent ofthe BHWs were initially notcomputer literate but were able tolearn quickly. In training the BHW,the city government shouldered

expenses for the board, lodgingand training materials while thebarangay councils provided thetransportation of the participants.

When the survey was beingconducted, the barangay councilscoordinated with the householdsand transported the BHW to andfrom the survey areas. The citygovernment, meanwhile, paid anhonorarium of P1,000 to each ofthe BHW after the survey wasconducted.

The data gathered by the BHWinclude basic demographicinformation as well as the statusand profile of the households—such as how many have sanitarytoilets, malnourished children, andpregnant women. The processeddata was then linked with the city’sGeographic Information System.

Since the survey covers all thehouseholds in the city, theinformation gives a true graphicalpicture of the status of theconstituents. With the data, the cityand barangay planners have avery good basis for developmentand action planning. In fact, the datawas used in drawing up thebarangay development plans of allthe 46 barangays as well as theaction plans of four departments ofthe city government.

Plans are afoot to share the datawith all the departments and thelocal development councils. Thiswould facilitate the delivery ofsocial services to the sur veyrespondents or the beneficiaries.This is in line with the city

government’s aim to institutionalizerelevant and responsive projectsthat address the actual needs of itsconstituents.

The MISS program has also startedmaking the city government moregender responsive and resultsoriented. Already, the planning andbudgeting process has started tobe more gender fair thanks to theexpansion of the UNIFEM’sGender Responsive and ResultsBased (GRRB) program. The GRRBis a comprehensive program thatputs in place support structures anda budget for activities that helpimprove the status of women.

Compliance of the barangaycouncils in undertaking the projectis ensured by using the MISS datato evaluate their governanceperformance. If the barangay isdelivering appropriate services,the MISS would show that there areindeed improvements in the statusof the households. But the MISSdata could also show whic hhousehold needs remainunaddressed. In which case, theallocation of funds would beprioritized for projects that addressthese needs.

The MISS required a substantialfinancial outlay at the start.However, the money is well spentbecause the households stand toreap the benefits due to betterdelivery of social services.

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Mayor Florencio T. Flores, Jr.Tel. Nos. (088) 2212267, (088) 8132744Fax No. (088) 8132739


Worming its way into the hearts of BarangayBarobo’s residents, the African NightCrawler became a source of pride and a

source of livelihood for many households. This vermiworm feeds on bio-degradable waste products andproduces vermi cast, which is used as organic fertilizerin rice and vegetables production.

Barobo is classified as a depressed barangay withagriculture as the main source of income for itsresidents, most of whom are farm workers. Afterlearning about the technology, the Barangay Councilencouraged the constituents to adopt the compostingprocess of vermi culture.

In February of 2005, Barobo Uswag ug Lungtad:Ampingan ang Wati nga nagmugna sa AbonongNatural or project BULAWAN was conceived. Itentailed the promotion and marketing of vermi wormsand casts. Barangay Barobo’s residents wereencouraged to actively get involved in the gatheringof waste materials and in the actual culture andharvesting of both vermi worms and casts.

Among the initial big buyers of vermi worms wereJOCEL’s Agro Farm and Dr. Policarpo Murillo IV. Theyboth operate large vermi farms. Barangay Barobomanaged to effectively market their product thatbuyers of vermi worms and cast came from as far asMisamis Oriental, Lanao, Cotabato and Davao del SurProvinces.

With project BULAWAN, the women of BarangayBarobo also became more active in productiveendeavors. Initially, they engaged in growing wormsand cast in their backyards. Later on, the womenbecame employed as workers in the local vermi farmof Dr. Gerson Salvan who provides a regular supplyof casts to Lim Ket Kai, a prominent businessestablishment in Cagayan de Oro City.

The project increased family incomes by 40% andhelped liberate many households from long standingindebtedness. Project BULAWAN also reduced thepractice of burning combustible organic waste andreduced the emission of harmful gasses in thebarangay. More importantly, it resulted to widespreadadoption of organic farming with 90% of thebarangays replicating the project. By using organicfertilizers, corn farmers were able to reduce theirproduction expenses by as much as 48.5% andsugarcane farmers by as much as 41.4%.

Project BULAWAN also generated additionalrevenues for Barangay Barobo because the FoodSufficiency Program or City Ordinance No. 2008-9requires the regular purchase of vermi cast by thecity government from the barangays. The citygovernment has allotted a total of P5 million for thepurchase of vermi casts from all the barangays andprovides ten bags of vermi cast to each farmerbeneficiary.

The process of separating the worms from the castshas now been mechanized with the use of a vermiseparator, an innovation which resulted to increasedoutputs. This process was previously done manuallyby two persons using fine screens. The barangaygovernment is now planning to purchase an additionalunit for rental by the stakeholders.

Project BULAWAN started with a mere two kilos ofvermi worms. Today it is estimated that 20 tons of thecomposter worms are produced in Valencia City alone.Only 6 percent of barangay households wereinvolved in the project in 2005. By 2008, thepercentage of involved households increased to 60percent. The LGUs from neighboring provinces havealso begun replicating the program in their localities.

Barangay BaroboBarangay BaroboBarangay BaroboBarangay BaroboBarangay Barobo, V, V, V, V, Valencia Cityalencia Cityalencia Cityalencia Cityalencia CityOrganic FOrganic FOrganic FOrganic FOrganic Fererererertilizer Marktilizer Marktilizer Marktilizer Marktilizer Marketingetingetingetingeting


Project BULAWANstarted with a mere two kilos

of vermi worms.Today it is estimated

that 20 tonsof the composter worms

are producedin Valencia City alone.

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Punong Brgy. Roy L. ParreñoMobile Nos. 09168595587, 09177061262


Tribal warfare is a fact of lifefor the indigenous peoples.And it takes just a perceived

wrongdoing to spark one. The bondamong tribesmen is as strong asblood relations that attacking onemember incurs the ire of the wholetribe. A tribe would also rather goto war than surrender a suspectedcriminal among their ranks. Andwhen the tribes are on war footing,movement becomes restricted, livesand livelihoods are disrupted andlost, and everyone suffers.

For a long time, no one dared tointerfere in the way the tribessettled their differences. But theTabuk local government decidedthat the cycle of vendetta killingsand tribal warfare had to stop. Thus,in 2001, the Matagoan Programwas born. Apart from creating amore secure community wherepeople could live free from fear,the Matagoan program also soughtto reduce or eradicate thecommission of common crimes. Atthat time, the high incidence of

crime was dampening investmentsand local merchants were evenopting to leave for safer areas.

The Tabuk local government firstorganized the Matagoan BodongCouncil (MBC) which was composedof the head of the Municipal Peaceand Order Council plus eight othermembers who represent the eightoriginal sub-tribes of the locality.The MBC was tasked to settledisputes between tribes or within thetribes, promote the Pagta oragreement of the bodong or peacepact, and to conduct annual dornatsor the renewal of peace and unityvows. The MBC was later expandedinto the Matagoan BodongConsultative Council (MBCC), whichalso served other Kalinga sub-tribessuch as the Pasils and Tinglayansand immigrants residing in Tabuksuch as the Ilocanos, Igorots andTagalogs.

Then the Tabuk local governmentestablished closer relations betweenthe police and the community by

TTTTTabababababuk, Kuk, Kuk, Kuk, Kuk, KalingaalingaalingaalingaalingaRRRRResolving Tesolving Tesolving Tesolving Tesolving Tribal Animositiesribal Animositiesribal Animositiesribal Animositiesribal Animosities

conducting peace fora, training oftanods (village guards) and lupons(village arbitrators) and establishingcommunication hotlines. After which,the local government pursuedactivities, such as youth camps andsc holarship programs, thatharnessed the participation of theyouth in peace advocacies.

From 2002 to 2007, the MatagoanProgram helped settle 33 of 35tribal conflict cases. The preventivemeasures, such as the annualdornats or renewal of peace pacts,significantly lessen the number oftribal conflicts. The dornatsstrengthen the bonds between thetribes and lessens the chance ofconflict erupting between them.Police records also indicate thatwithin the same period, the crimevolume in the locality also wentdown. Moreover, the crime solutionefficiency went up from 80% in2003 to 89% in 2007. Theimproved peace and order situationled to more investments. In 2003,there were only 651 registeredbusiness establishments but in 2007,this figure has climbed to 774.

One innovativebreakthroughis the “no gopas”(no vendetta) policylaid down by theMBCC. This policyprohibits theseverance of thebodong.


With the decrease in tribal conflictwas the increase in economicactivities because the members ofthe tribe were now focused on theirlivelihoods. This led to betteragricultural production andreduced poverty incidence. Thepeace and order gains also meantbetter delivery of health and socialwelfare services as governmentpersonnel were no longerhampered by security issues. Underthe Matagoan Program, the infantmortality rate which stood at 7.8in 2003 went down to 3.7 in 2007while maternal mortality reducedfrom 1.0% in 2003 to 0% in 2007.

The success of the program owesmuch from the active participationof the people. Without thepeople’s involvement, the peaceand order situation would not haveimproved at all. In the strategyformulation process undertaken bythe various community sectors, thepeople themselves identified whatshould be done, what resourceswere required, who should do it,and when to carry out theintervention. The religious, medicaland legal sector campaignedagainst illegal drugs and pursuedtransformational leadershiptrainings for the youth. The businesssector equipped the tanod andpolice outposts with lights toencourage the latter to remain intheir posts.

The areglo (out of court settlement)is one of the cornerstones of theMatagoan Program. The MBCCviews areglo as a worthyalternative to the courts because itcosts less and takes less time toresolve cases. In its disputeresolution function, the MBCCutil izes the practice of man-uugudan or amicable settlementwhich is part of the indigenousculture in the locality. A lot ofpeople especially the natives alsoprefer the areglo over the courtsbecause the justice it dispenses isnot punitive but restorative. Oneinnovative breakthrough is the “nogopas” (no vendetta) policy laiddown by the MBCC. This policyprohibits the severance of thebodong.

The program could easily bereplicated by LGUs with the samepeculiarities as those of Tabuk. Theprogram is simple because itemployed existing customs,practices and beliefs of the nativeresidents. It maximized thecooperation of tribal leaders andenhanced the systems andprocedures that are still relevant inthese communities. In addition, the

conflict resolution methods do notrequire legal representations nortoo much formality. The practice istime-honored and grounded onmutual respect, understanding andcooperation among the parties.

Tribes that already practice thebodong can easily incorporate theinnovations instituted by the MBCCsuch as the outlawing of the gopas,prohibiting the coddling ofcriminals, conducting annual dornatsand the setting up of a permanentpeace body. And the Tabuk LGU ismore than willing to share thesystems and mechanics of theprogram.

There is now widespreadacceptance of the MatagoanProgram even among localimmigrants who now also make useof the conflict resolution servicesof the MBCC. Replicating theprogram on a wider scale has thepotential of making tribal warfarea thing of the past.

The preventivemeasures, such as the

annual dornats orrenewal of peacepacts, significantly

reduced the numberof tribal conflicts.

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Mayor Camilo T. Lammawin, Jr.Mobile No. 09189300123


A pat on the back for a jobwell done is a good moralebooster and an incentive to

continue excelling. Bulacan’sprovincial government must havehad this in mind when it launchedits awards program for innovationsin public services provision.

Initially, the program was dubbedFlavor of the Month awards. It hassince been renamed as the GawadDr. Manuel G. Roxas or GMR. It isan award recognizing theoutstanding achievement in publicservices of offices and departmentsof the Provincial Government ofBulacan.

The award also aims to encourageinnovations for more effectivegovernance and delivery of publicservices. It also serves as a vehicleto inform and encourage the public,the private sector and civil societyto participate and supportprograms and projects of theprovincial government throughoutthe province. Lastly it is supposedto enhance collaboration andcoordination among the differentagencies or offices of the province.

In essence, the GMR is an inter-department or cluster competitionof innovative programs. An aspiringcompetitor, i.e. a department orcluster of departments, presentstheir Action Plan to the GMRCommittee which comments on theplan. If revisions are needed, theplan is revised and re-submittedprior to implementation. Theprogram or project entry is thenimplemented in a period of onemonth. Preparatory activities priorto implementation are allowed. The

GMR Committee members monitorthe activities. They also conduct exitinterviews with the beneficiaries todetermine the citizen’s feedback.The interview results areincorporated into the final report.The program accomplishments,including supporting documents,videos and pictures, are thenpresented to the GMR Committeefor evaluation.

The project entries are required tohave community participation andmust be aligned with the mandateof the office. It must also adhereto the thrusts of the province andaddress the current critical needsof target beneficiaries. In addition,the project entries must havecommunication plans withcorresponding budgets.

Partnerships, collaboration andcoordination with other provincialgovernment offices, municipal orcity LGUs, NGAs, NGOs, privategroups and civil society areencouraged. Materials and

financial support from partners aremobilized. Sustainability plans alsobecame part of the evaluationcriteria in 2008.

What is noteworthy is that almosthalf (49.62%) of the total budgetfor the GMR were derived fromexternal sources rather than fromthe pockets of the provincialgovernment.

There were an average of 9entries per year from 2005 to2007, and the number increased to11 in 2008. From the 38 projectentries since the project’s inceptionin 2005, a total of 12 were winnersand have become regular programsof the provincial government.

One of the projects (i .e., theFinance Cluster’s Buwis Balikatan saBarangay) was instrumental inpropelling Bulacan to become thetop income earning province in thecountry in fiscal year 2007. Thesame project made Bulacan one ofthe 2008 National PAG-ASA

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Awardees of the Civil ServiceCommission. Meanwhile, the YouthInitiated Programs for Employmentand Entrepreneurship was thereason why Bulacan obtainedmajor awards in the regionalSearch for Best PESO (PublicEmployment Service Office) in2007.

The awards program hassucceeded in eliciting collaborationand coordination among differentagencies and offices of theprovince. In implementing thevarious programs in 2008, theprovincial government joinedforces with 297 partners frombarangay, municipal and city LGUs,as well as national governmentagencies, non-government orga-nizations and civic oganizations.

The most significant achievement ofthe GMR is the reinforcement ofpeople, community and LGUparticipation in the planning,implementation and monitoring ofprojects. This was made possible inthe creative packaging of theservices and programs of thevarious departments. It has alsocompelled the various departmentsto carefully plan the targets,activities, budgets andcommunication systems of theirprograms. Through the awardsprogram, the departments havealso learned to gather feedbackand become more attuned to theneeds of their target beneficiaries.

In addition, the programs andprojects became more aligned withthe targets. This has encouragedthe various departments of theProvincial Government to be moreresult driven and pro-active. Thishas also expedited theimplementation of their projects.

The key to GMR’s sustainability isits legal mandate. It was introducedinto the Administrative Code ofBulacan which codified all therecognized programs of theprovincial government. The awardsprogram also has theunprecedented support of thegovernors from the previous andcurrent administrations.

Replicating the GMR should not betoo difficult as it merely requiresthe issuance of an executive orderand the active participation of thedifferent departments andagencies in the LGU. The budgetfor the program can be derivedfrom the Office of the ProvincialAdministrator and from the budgetof the participating departments.Bulacan’s GMR Committee freelyshares its Manual of Operation tothose interested in the mechanics,policies and criteria for the awards.The members of the GMRCommittee were recruited from theacademe, senior citizens, localexperts and technical consultants.

The GMR Committee is quiteconfident that the innovationsstarted by different departmentsof the Provincial Government willbe sustained through rewardsrecognizing exemplary achieve-

ments. The innovative programs arenow being replicated by variousLGUs. Even the Japan Council ofLocal Authorities for InternationalRelations has expressed interest inreplicating the Buwis Balikatan saBarangay, one of the programsrecognized by the GMR.

The most significantachievement of the

GMR is thereinforcement of

people, communityand LGU participation

in the planning,implementation and

monitoring of projects.This has made the

provincial governmentmore attuned to theneeds of its target

beneficiaries

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Governor Jonjon R. MendozaTel. No. (044) 7918118


Adolescence is that age whenan individual begins to asserthis or her independence and

break the boundaries set by theparents. It is the stage whenquestioning authority andengaging in risky behavior such assubstance abuse, smoking, drinkingalcohol and unprotected sexualactivity begins. Often, theseactivities lead to violence, disruptedschooling, unwanted pregnancy,abortion, illness and even death.And instead of turning to adults orauthorities for guidance andcounseling, teens often seek solace

and advice from their often equallyclueless peers.

To save the wayward youths, gaintheir trust, and entice them toengage in productive work, theParañaque City governmentembarked on a project theydubbed as the Adolescent FriendlyReproductive Health Services(AFRHS). The project wasimplemented in collaboration withvarious groups like Save theChildren Philippines, Department ofHealth and other Local

Government Units (LGUs). Theoverall objective of the project isto promote and provide qualityhealth services that are responsiveto the needs and protective of therights of adolescents by involvingvarious sectors in the communities.

What sets the project apart is theeffort to elicit the youth’sparticipation. In the AdolescentDefined Quality (ADQ) process, theadolescents themselves identifiedthe kind of reproductive healthservices that they needed and

Parañaque CityParañaque CityParañaque CityParañaque CityParañaque CityHealth SerHealth SerHealth SerHealth SerHealth Services fvices fvices fvices fvices for the Yor the Yor the Yor the Yor the Youthouthouthouthouth


became involved in planning,implementation and evaluation ofthe different interventions.

In the pilot areas of San Dionisioand BF Homes, the health centerswere renovated to create specialrooms devoted to counseling andtreating adolescent clients. TheHealth Service Providers (HSP) inthese two pilot areas were alsotrained to handle adolescents.

A referral system was also put inplace so that the adolescent clientscan be cared for by otherappropriate social service agenciessuch as the Department of SocialWelfare and Development,Philippine National Police,Department of Education and theBarangay Council for theProtection of Children. Thisintegrated referral system providesa continuum of social services forthe adolescent and makes thecommunity or LGU resources andinstitutions more accessible.

From 2005 to 2006, severaltrainings on peer education wereconducted. The core group oftrained volunteer peer educatorsare now using the acquired skills inthe AFRHS facilities. They motivateand encourage adolescents to visit

the facility, help out in the admissionof clients, promote healthylifestyles and conduct AFRHSorientations to adolescent clients.

An Adolescent Health InformationSystem (AFHIS) is in place to trackadolescent clients. This measuresthe performance of the integratedadolescent friendly reproductivehealth services. The program alsointegrates an Alternative LearningSystem to provide education andskills for the out-of-school youth.To date, there are 120 OSYsattending the ALS classes in the twopilot areas.

The improvements encouragedhealth seeking behavior amongadolescents as evidenced by the20% increase in the number ofadolescent clients who availed ofthe different adolescent friendlyreproductive health services in2007. The youth have alsoorganized themselves into a self-help group and now take pride inbecoming role models andinstruments of change for those stillerrant adolescents.

Through collaboration with otherstakeholders like other governmentorganizations, NGOs, civic andpeople’s organizations, the youth

in Parañaque are now involved notonly in reproductive health but alsoin environmental management. Forinstance, AFRHS peer educatorsand other youth volunteersspearheaded the clean up drive inMasville, a congested slum districtin Parañaque City. The clean updrive entailed proper wastedisposal, garbage segregation andcomposting.

From the two pilot areas inBarangay San Dionisio and BFHomes, the program has beenreplicated in five more barangaysin 2006, namely: Barangay Vitalez,Moonwalk, Sunvalley, Merville andSan Martin de Porres. The City ofParañaque is confident that it willsoon see a declining rate ofteenage pregnancy, abortion, andsexually transmitted diseases.

The adolescentsthemselves identified

the kindof reproductivehealth services

that they neededand became

involvedin planning,

implementationand evaluation

of thedifferent

interventions.

Mayor Florencio M. Bernabe, Jr.Tel. No. (02) 8268451Fax No. (02) 8268195

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2009 N A T I O N A L S E L E C T I O N C O M M I T T E E

NEREUS ACOSTA is a Professor of the Asian Institute ofManagement, the Ateneo School of Government, and lecturerat Xavier University, De La Salle University and the Ateneode Manila Political Science Department. Dr. Acosta was namedthe first Filipino World Fellow of Yale University in 2004 inrecognition of his advocacies on education and theenvironment. As a former congressional representative, he isthe principal author of the landmark 1999 Clean Air Act, the2004 Clean Water Act and the 2001 Solid WasteManagement Act.

ALEX BRILLANTES, JR. is Professor and Dean of the NationalCollege of Public Administration and Governance, Universityof the Philippines and also a UPD Centennial ProfessorialChair Awardee. He served as Executive Director of the LocalGovernment Academy of the DILG from 1993 to 1998. Itwas during his time at LGA when Galing Pook was started inpartnership with AIM. He has published local and internationalarticles on local governance and has consistently receivedthe International Publications Award from the University ofthe Philippines. His book, Innovations and Excellence in LocalGovernance is on its third printing. Professor Brillantes has aPhD from the University of Hawaii. VICTOR GERARDO BULATAO is the Managing Trustee ofthe Consortium for Advancing People’s Participation throughSustainable Integrated Area Development (CAPP-SIAD). Hisorganization focuses on pursuing participatory local

governance at the grassroots level in more than 200barangays. Mr. Bulatao served in the Department of AgrarianReform in various capacities in the 1980s and 1990s. RAFAEL COSCOLLUELA is currently the Administrator of theSugar Regulatory Administration, Vice Chairman of theNational Biofuel Board, and Chairman of the Philippine SugarCorporation. He was the Presidential Adviser for WesternVisayas and served as Governor of Negros Occidental forthree consecutive terms, during which time the provincegarnered two Galing Pook Awards. He currently serves asChairman of ESKAN, a Negros-based NGO engaged ineducation reform, trustee of Synergeia Foundation and theChairperson of the Galing Pook Foundation.

EDERLINDA FERNANDEZ, Professor of the Western MindanaoState University in Zamboanga City is a nationally recognizedexpert in gender and development and governance. Shehas implemented various projects involving LGUs, women’sgroups and youth and served as Director of LEAD for Health,a USAID project in strengthening health governance in Basilan.She has authored numerous academic papers, curriculummaterials and books and has presented papers in internationaland national fora.

JOSE RENE GAYO is the Vice President of the MFI Foundationand Group Head of the Farm Business Institute. Prior to thiswork, he was the Executive Director of PAREF Southridge


School in Alabang and was the Founding Dean of the Schoolof Management, University of Asia and the Pacific. He servesin the board of trustees of a number of social developmentorganizations. His academic interests include agricultural andrural development, agribusiness, management of NGOs, andenvironmental issues. He is listed as one of the 2000Outstanding Scholars of the 20th Century in the InternationalBiographical Centre of Cambridge, England.

ELISEA GOZUN chairs the Earth Day Network Philippines, amovement which aims to make caring for mother earth theconcern of all. She is also the Program Director for theenvironment of Gawad Kalinga and the Project Director ofthe City Development Strategy (CDS) project of Cities Alliance.An activist involved with many NGOs, she also serves asconsultant on environmental management and urbandevelopment. She was the co-convenor of the PhilippineClimate Change Imperative when she was the Secretary ofthe Department of Environment and Natural Resources andthe 2007 UNEP Champion of the Earth for Asia and thePacific.

MILWIDA GUEVARA, the 2nd Haydee Yorac Awardee, is CEOof Synergeia Foundation with a mission to provide everyFilipino child with access to quality basic education. Sheserved as Interim Chair of the Movement for GoodGovernance. She built a career in Public Finance and servedas Undersecretary of Finance under President Ramos.

SOLITA COLLAS-MONSOD chairs the Galing Pook AwardsNational Selection Committee. She is a professor at the Schoolof Economics of the University of the Philippines. Prof. Monsodis the convenor of the Philippine Human DevelopmentNetwork and was its chairperson for 11 years. She servedas Minister and later Secretary of Socio-Economic Planningin the Philippine Government. She has also served in variouscapacities in international organizationssuch as the United Nations, the SouthCommission, and the International FoodPolicy Research Institute.

TINA MONZON-PALMA is the ProgramDirector of ABS-CBN Sagip Kapamilya andBantay Bata 163, co-anchor of The WorldTonight over the ABS-CBN News Channel(ANC), and host of Talkback aired at ANC.Ms. Monzon-Palma is a board member ofthe Philippine Center for InvestigativeJournalism and Center for Media Freedomand Responsibility. She is also a memberof the Board of Trustees of OperationSmile Philippines.

EMMA PORIO is Professor of Sociology,past chairman of the Department ofSociology and Anthropology, School ofSocial Sciences of the Ateneo de Manila

University, as well as of the Governing Council, PhilippineSocial Science Council. She chairs the Technical Panel forSociology and Anthropology in the Commission on HigherEducation of the Philippines, member of the Executive Councilof the International Sociological Association (Madrid, Spain),member of the Board of Directors of the Global DevelopmentNetwork (Washington D.C.), and editor of the PhilippineSociological Review. Dr. Porio has done extensive researchon development issues related to children, women, housing,poverty, and governance.

LUZ LOPEZ-RODRIGUEZ is the National Coordinator of theCEDAW South East Asia Program (CEDAW SEAP)implemented by the United Nations Development Fund forWomen (UNIFEM) since June 2004. Her program supportsthe national government agencies, women’s NGOs andacademic institutions to advocate, implement and monitorgender-responsive and rights-based development programs.

MARIVEL SACENDONCILLO is the Executive Director of theLocal Government Academy. She is also the President of theLocal Government Training and Research Institutes - PhilippineNetwork. Ms. Sacendoncillo’s expertise are in the areas ofcapacity building, development management, conflictmanagement and post-conflict recovery.

VERONICA FENIX-VILLAVICENCIO is currently the ExecutiveDirector of the Peace and Equity Foundation, Inc. For morethan 25 years, she has been a social development workerinvolved in program development and management,particularly in the areas of biodiversity conservation andcommunity resources management, gender and development,and poverty reduction. She served as Lead Convenor andDeputy of the National Anti-Poverty Commission, GrantsProgram Director of the Foundation for the PhilippineEnvironment and Program Coordinator for APPROTECH ASIA.


2009 R E G I O N A L S E L E C T I O N C O M M I T T E E

REGIONAL SELECTION COMMITTEEFOR LUZON

Amy Lecciones’ experience inenvironment and sustainabledevelopment spans almost threedecades. Her work in environmentalplanning, policy and capacitydevelopment helped shape the nationalagenda for sustainable development. Asthe Executive Director of the PhilippineSustainable Development NetworkFoundation, Inc. she promotedKnowledge Management as a keystrategy for attaining the goals ofsustainable development.

Father Jose Victor E. Lobrigo is currentlythe Chairman of the Board of the SocialAction Center of the Diocese of Legazpiin the province of Albay. He is also amember the Board of Administrators ofthe National Electrification Admi-nistration, and policy boards of variousorganizations. He is the parish priest ofThe Nuestra Senora de la Porteria Parishin Daraga, Albay.

Junice Lirza L. Demeterio-Melgargraduated from the University of thePhilippines College of Medicine in1981. She is a community-based healthprogram practitioner and advocate for25 years, and is a Co-Founder and theExecutive Director of Likhaan Center forWomen’s Health. Dr. Demeterio-Melgarhas authored and co-authored articleson women’s health and reproductive

rights. She is involved in the variouswomen and health organizations andinitiat ives such as the SteeringCommittee, Reproductive HealthAdvocacy Network, East AvenueMedical Center Ethics Review Board,the UNFPA 6th Country ProgramNational Management Committee, andthe UPCSSP fellowship project onPopulation-Reproductive Health-Environment Leadership Course.

Leonardo N. Quitos, Jr. has a PhD inRural Development and a MastersDegree in Public Administrationmajoring in Development Planning andManagement. He is a career NEDAofficer who started as a Staff Economistand rose to become a Regional Directorin 1993. Director Quitos is an expert inurban and regional planning,population/gender and developmentplanning, project development andinvestment promotion among others.

Ofelia Templo serves as Consultant forthe Philippine Development ForumWorking Groups on Growth andInvestment Climate and Decentralizationand is a member of the Galing PookFoundation.

REGIONAL SELECTION COMMITTEEFOR VISAYAS AND MINDANAO

Albert E. Alejo, SJ, is the director ofKonsult Mindanaw, the peace

consultation project of the Bishops-Ulama Conference and the nationalteam leader of the Jesuit Ehem !Anticorruption Program. He is co-founder and chief of the MindanawonInitiatives for Cultural Dialogue. Heobtained his PhD in Anthropology fromthe School of Oriental and AfricanStudies, University of London andteaches at the Ateneo de DavaoUniversity.

Myn Garcia is currently the CanadianField Program Manager of the LocalGovernance Support Program in ARMM.Prior to this, Ms. Garcia was ProgramManager at the Laurier Institution, anon-governmental Canadian policythink-tank working on the economic andsocial impact of cultural diversity andpeace. She has worked with nationalgovernments, non-governmentalorganizations, international organi-zations, academe and the private sectorin Canada, the Philippines and SriLanka.

Imelda Pagtolun-an is a teacher,educator, researcher, and developmentworker. She earned her PhD inSociology from the Virginia PolytechnicInstitute and State University, Blacksburg,VA, USA in1986. She also obtained amaster’s degree in Biostatistics from theUniversity of North Carolina at ChapelHill, NC, USA. Ms. Pagtolun-an iscurrently a professor of the GraduateSchool and Department of Sociology-Anthropology, and Senior ResearchAssociate of the Research Institute forMindanao Culture, Xavier University,Cagayan de Oro City.

Teresita Rodriguez is a Professor ofManagement and the College Secretaryof the University of the PhilippinesVisayas, Cebu College. She was theformer chairperson of the ManagementDivision of the same institution. ProfessorRodriguez serves as one of the boardof directors of the Regional Center forEducation in Sustainable Developmentin Cebu, a global network organizedby the UN. She is also a board memberof Benthel Asia Learning Institute.


G A L I N G P O O K F O U N D A T I O N

Board ofBoard ofBoard ofBoard ofBoard of T T T T TrusteesrusteesrusteesrusteesrusteesRafael L. Coscolluela Chairperson. Administrator, SugarRegulatory Administration. Former Governor of NegrosOccidental and Presidential Adviser for Western Visayas.

Patricia A. Sto. Tomas Vice-Chairperson. Chairperson,Development Bank of the Philippines. Former Secretary ofthe Department of Labor and Employment.

Austere A. Panadero Corporate Secretary. Undersecretaryfor Local Government, Department of the Interior andLocal Government.

Emilia T. Boncodin Treasurer. Professor, National College ofPublic Administration and Governance, UP Diliman.Former Secretary of the Department of Budget andManagement.

Cielito F. Habito Trustee. Director, Ateneo Center forEconomic Research and Development. Former Director-General, National Economic and Development Authority.

Cecilia L. Lazaro Trustee. Founding President of ProbeProductions, Inc.

Elisea G. Gozun Trustee. Former Secretary, Department ofEnvironment and Natural Resources.

Victor O. Ramos Trustee. Board Member, Ramos Peace andDevelopment Foundation. Former Secretary of theDepartment of Environment and Natural Resources.

Ramon P. Ereñeta, Jr. Trustee. Executive Vice-Presidentand Chief Operations Officer, Philippine Racing Club.Faculty, Ateneo Law School.

Eddie Dorotan, MD, MPA • Executive DirectorLorenzo Ubalde, MDM • Program OfficerMarie Guzman • Administration and Finance OfficerAdrian Adove • Program AssistantMonette Montemayor • Program AssistantEdith Ramos • Administration and Finance AssistantChristine Beltran • Administrative Assistant

Secretariat

galing pook 2009 • 1 -...

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