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Galing Pook 2011 • 1

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ContentsContentsContentsContentsContents

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

3 The Galing Pook4 Global Public Innovation Network5 Message from President Benigno S. Aquino III6 Honoring the Brilliance of LGUs DILG Secretary Jesse Robredo6 Promoting a More Inclusive Growth Process GPF Chair Ma. Nieves Confesor7 Development Strategies Worth Emulating LBP Pres. and CEO Gilda Pico7 Supporting Innovative LGU Initiatives DBP Pres. and CEO Francisco del Rosario, Jr.8 Justice on Wheels Sarangani10 Poor Municipality Can Eliminate Malnutrition Limasawa, Southern Leyte12 Turning Red to Green Misamis Oriental14 Rural Community e-Center Upi, Maguindanao16 LGU-Led Cadastral Survey Maribojoc, Bohol18 Empowering the Subanen People Zamboanga del Norte20 Community-Based Mental Health Management Real, Infanta, Gen. Nakar, Panukulan22 Bringing High Schools Closer to Home Alimodian, Iloilo24 Rabies Prevention and Elimination Bohol26 Health Strategy for MDG Attainment Albay28 2011 Galing Pook Awards Finalists32 2011 National Selection Committee34 Galing Pook Foundation Board of Trustees and Secretariat35 Galing Pook Hymn


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.

The Galing PThe Galing PThe Galing PThe Galing PThe Galing Pookookookookook

The Galing Pook awards is a pioneering programthat recognizes innovation and excellence in localgovernance.

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 250 programs from at least160 local government units and alliances have alreadywon recognition. The Galing Pook winners are choseneach year from a wide array of programs from localgovernments after undergoing a rigorous multi-levelscreening process.

The winning programs are selected based on positiveresults and impact, promotion of people’s participationand empowerment, innovation, transferability andsustainability, and efficiency of program servicedelivery.

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Source: Harvard Kennedy School: Ash Center for Democratic Governance and Innovation Website (http://www.ash.harvard.edu/Home/Programs/Innovations-in-Government/Global-Public-Innovation-Network), accessedJanuary 5, 2012.

American Indian Tribes in the UnitedStates of America: Honoring NationsProgram

Brazil: Public Management andCitizenship Program

Chile: Citizen Participation and PublicPolitics Program

China: The Innovations andExcellence in Chinese LocalGovernance Program

East Africa: The Mashariki Innovationsin Local Governance AwardsProgram

Mexico: Government and LocalManagement Award

Peru: Participation and LocalManagement Program

Philippines: The Galing PookFoundation Awards for OutstandingLocal Government Programs

South Africa: Impumelelo InnovationsAward Trust

United States of America: Innovationsin American Government AwardsProgram

Partner ProgramsThe Global Public Innovation Network includes the following programs:

Global Public Innovation Network

The Global Public Innovation Network, establishedin 2002, is a collaborative network of 10 public policy awards

programs from around the globe. With support from the FordFoundation and contributions by the individual programs, theInnovation Network gathers and disseminates knowledge aboutinnovations in public service provision, public action, and governance.

These innovations represent significant contributions to the collectivewell-being of citizens and to the reduction of social, economic, political,gender, and ethnic inequalities. By sharing successful local practicesthrough an international network, the impact of each awards programcan extend far beyond its country’s borders. Innovation Networkactivities include workshops, research, and publications.


It is my pleasure to congratulate the recipients and finalists of the 2011 Galing Pook Awards, and Icommend the Galing Pook Foundation for spearheading this annual recognition of exemplary communityprograms.

Local government units are our key partners in implementing reforms at the grassroots level, servingas the national government’s arm in ensuring an environment of equitable progress. This occasiondemonstrates your commitment to uphold the system of decentralization with efficiency and excellence.The innovative activities that the awardees and finalists have carried out in their respective localitiesredound significantly to our agenda of good governance, which includes the resolution of socio-economic issues such as poverty, health, and peace. Thus, I applaud your steadfast dedication towork toward the fullest development of your territories. Your initiatives indeed strongly contribute toforging self-reliant communities. May your endeavors inspire others to foster dynamism in publicservice.

I exhort our LGUs, represented by the different local leaders, to sustain accountability and transparencyin fulfilling our Social Contract with the Filipino people. May our paths be guided by our aspirationfor genuine reforms in this time of renewal.

BENIGNO S. AQUINO III

ManilaJanuary 2012

Malacañan PalaceManila


Jesse M. RobredoSecretaryDepartment of the Interiorand Local Government

Honoring the Brilliance of LGUs

Promoting a More Inclusive Growth Process

Ma. Nieves R. ConfesorChairperson

Galing Pook Foundation

The Department of the Interior and Local Government would like to extend its sincerestcongratulations to the 2011 winners of Galing Pook Awards.

Galing Pook Awards does not only recognize but more importantly honors the brilliance oflocal government units that continue to provide stories of hope and inspiration as a proofthat good governance is alive and thriving in the country.

I salute the LGUs that have taken part and showcased the best practices in their localities.It is my fervent hope that they sustain and upscale the efforts they started.

I would also like to acknowledge our strategic partners from the private sector and the civilsociety organizations for their continued efforts in helping us promote good local governance.

I believe that by working hand in hand we can make positive changes in the lives of ourpeople.

Congratulations and Mabuhay!

Today, we recognize that millions of poor Filipino families,including many women and children, in both rural and

urban areas, continue to be left behind even as the country'seconomic prospects have improved. The challenge is topromote a more inclusive growth process --- one that sustainscompetitiveness and robust economic growth performance,while ensuring that wealth creation provides the widestpossible benefits, notably for the expanding low-incomepopulation. Growth alone, while critically important, doesnot necessarily alleviate poverty and reduce inequality. Thereis convincing evidence that inequality does retard growthand render growth to be "sporadic" and short-lived indeveloping economies such as ours.

Thus, eighteen years and more than 250 awardees later, thesearch for innovative sustainable arrangements are "co-created" by local governments and communities, even in themost challenging of conflict conditions, to ensure that growthis for ALL, and not captured by an elite. "Acting locally",such local governance mechanisms have been sustained bytransparency, clear accountability, expanding inclusion of allstakeholders, and their increasing empowerment.

For many of those in leadership, whether exercised withauthority or not, the choice to lead has been marked bycourage to create. For many of those who have beenrecognized, the programs have produced leaders, not withthe capital "L", but by a growing band of innovators, leaderswith a "small l", as some would say. Such courage wouldaccount for re-configuring the system and multi-sectoralrelationships for the early attainment of millenniumdevelopment goals in the province of Albay; mobilizing a

systemic approach to eliminate rabies in the province of Bohol;for achieving zero-mortality rates for Limasawa, SouthernLeyte; for an LGU-led cadastral survey, with simultaneoussystematic adjudication to address the conflict "fall-out" fromclearly plotted lines and boundaries; establishment of aninter-local health zone for community-based mental/psycho-social health management; creation of strategically locatedand much needed high schools in barangay clusters inAlimodian; and the first community e-center in the country inUpi. Peace-building initiatives, through Misamis Orientalprovince's Lantad Peace-building Experience andZamboanga del Norte's program to bring the lumads to accessmainstream services, continue to be recognized. Sarangani'sJEEP (Justice Enhancement and Empowerment Program)creates "inclusive growth" by bringing the justice system tothe people, by setting up mobile courts, among others, withclear results.

Organizations, be they public or private, fail to create thefuture not because they fail to predict it but because they failto imagine it. Congratulations to the awardees and finalists!They have imagined and they have created.


Development Strategies Worth Emulating

Supporting Innovative LGU Initiatives

Gilda E. PicoPresident and CEO

Land Bank of the Philippines

For yet another remarkable year of worthy causes, LANDBANK commends allthe winners of the 2011 Galing Pook Awards who have made tireless efforts to

effect changes especially in hard-to-reach communities.

We also laud the Foundation for continually finding new and innovative measuresto help people attain economic growth and sustain livelihood projects. Havingprograms sparked by local governance is a clear indication of the significantstrides of LGUs in empowering people and their communities toward a culture ofresponsible economy. We are more than grateful for the commitment they haveshown in providing lasting opportunities of employment and development strategiesworth emulating by other institutions and societies.

With the success of LGUs in implementing projects of socio-economic influence, thenation is well on its way to a quality of service that is anchored on efficientdelivery of basic needs in education, health, housing, and other basic services thatwill soon be standard among all Filipinos. As the LGUs continue to promote avenuesfor model countryside development, so shall LANDBANK remain a dedicatedpartner in advancing your public service objectives ripe with sustainable impact.

To the 2011 Galing Pook Awardees, a well-deserved congratulations!

The Development Bank of the Philippines congratulates the winners of the 2011Galing Pook Awards. Truly, your stories have shown how powerful our local

government units are in promoting progress in their communities, particularly thosein the countryside.

DBP has been a staunch ally of the Galing Pook Foundation in recognizing thebest practices in local government in line with the bank’s commitment to promotegood governance in the country, particularly on the local level. We in DBP believethat good governance results to the responsible use of public funds, growth oflocal communities and efficient delivery of services. We encourage our localgovernment units to adhere to the anti-corruption and good governance directivesset by President Benigno S. Aquino III.

As one of the two policy banks of government, DBP will remain steadfast insupporting the initiatives of our local government units. We have more than P69-billion in available funds to support various priority projects, particularly in theareas of infrastructure and logistics, environment, social services, and micro andsmall enterprises. We can help LGUs in their funding requirements for projectssuch as farm-to-market roads, public markets, housing, mariculture parks, schools,hospitals, clinics, water supply and sanitation, solid waste management, sanitarylandfill, among others.

Again, congratulations to the winners! May you all continue to be shining examplesof how genuine public service can bring a positive effect on the lives of millions ofFilipinos.

Francisco F. Del Rosario, Jr.President and CEODevelopment Bank of the Philippines


Justice dictates that the punishment should fit thecrime. But in the real world, justice is not efficiently

carried out. Take the case of the farmer in Saranganiwho remained a detainee for 13 years for stealing acarabao and a cheap loaf of bread. The injustice ofhis plight is so glaring especially when personalitiesaccused of graver crimes do not spend even a nightin jail.

There are other poor souls in Sarangani’s jail whoremain detainees longer than they should because ofthe slow disposition of their cases. Learning about theirplight prompted the provincial government to put inplace a program that would hasten the resolution ofcourt cases and reduce jail congestion. Thus, was bornthe Justice Enhancement and Empowerment Program(JEEP) in 2006.

Sarangani’s jail was designed to accommodate only220 inmates, but it is now home to more than 600. Abaseline study done by the LGU revealed that thejails are congested mainly due to the snail-paceddisposition of cases, which in turn was due to the verylimited number of trial courts. The study also cited the

limited access of litigants and witnesses to the courts—physically as the farthest municipality is about 117kilometers from the lone Regional Trial Court andfinancially as most of the litigants were impoverishedand have limited funds to pursue court cases, let alonepay fare for transport. The confluence of these factorsleft many of the detainees serving more than themandated length of sentence if they were convictedof their crimes.

Armed with the findings, the Sarangani LGU designedJEEP to hasten the disposition of cases involvingindigent litigants whose family member remained adetainee in jail because of the slow pace of litigation.JEEP involved the provision of a mobile court dubbed“Justice on Wheels” or JOWs. Essentially, it is a busthat has been reconfigured into a court room so thathearings can be conducted inside it when the bus isdeployed to the municipalities. It is the only mobilecourt with a permanently assigned judge and whichhas been authorized by the Supreme Court to assistthe regional trial court. In 2008, this mobile court wasdeployed to the municipalities to improve access toindigent litigants and witnesses.

As part of JEEP, an Alternative Dispute Resolutioncomponent was institutionalized to encourage litigantsto arrive at an amicable settlement instead ofelevating their case to a court litigation. A ProvincialMediation Center was established for this purpose.

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This component is also covered by the Court AnnexMediation (CAM) program of the Supreme Court,which involves court-trained mediators in the settlementof disputes.

Lastly, JEEP also organized Barangay JusticeAdvocates (BJAs) who would detect and help settlebrewing disputes at the community level so that thepetty disputes are managed and do not needlesslyget elevated to a lengthy trial process.

When the program started, 60 percent of the pendingcases at the RTC were turned over to JOWs forlitigation, considerably de-clogging the docket of theRTC. The JOWs program has conducted hearings formore than a thousand cases since then. As a result,detainees who have practically been serving morelengthy sentences than if they were convicted havebeen released from jail. JOWs has also halved thenumber of provincial jail inmates from 600 to 286 asof June 2011and this has also translated into reducedmaintenance expenses for the jail.

Meanwhile, 43 percent of cases referred to CAMbetween 2008 and 2010 were successfully settledthrough mediation. Needless to say, this reduced thenumber of cases that were elevated to court litigation.

More importantly, the community leaders who weretrained as BJAs have been quite successful in resolvingpetty conflicts at the family or clan level. MoreSarangani residents have also taken legal awarenesstrainings at the community level and this mechanismhas effectively reduced the cases that get elevatedto the Barangay Court and Trial Courts.

With so much accomplished in just a few years, theJEEP program indicates that the wheels of justice canspin much faster with the proper impetus. Sarangani’sexample also shows that with a little inventiveness,poverty-stricken provinces can still make substantialgains even with very limited resources at their disposal.

“Justice on Wheels” is a busthat has been reconfigured into a court room.It is the only mobile court with a permanently

assigned judge and which has been authorizedby the Supreme Court to assist

the Regional Trial Court.

Gov. Miguel Rene A. [email protected] (083) 508-2258

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Many advertisements are trying to sell productsthat purportedly help improve the health of

buyers. But, Limasawa’s program on proper nutritionand healthy living seems to be much more effectivein convincing people to pursue a healthy lifestyle.

Limasawa’s LGU was able to accomplish this feat bydeveloping an innovative nutrition plan with clearlydefined roles for the stakeholders. This plan aimed toreduce the prevalence of malnutrition among pre-school and school children and promote healthy livingamong adults. The plan was designed with the help ofthe Municipal Nutrition Committee (MNC), which is multi-sectoral and is composed of the Sangguniang BayanMembers, National Agency representatives, MunicipalGovernment Department Heads, Barangay Captains,School Administrators and non-governmentorganization representatives.

The Municipal Social Welfare and DevelopmentOffice spearheaded the feeding program for themalnourished pre-school and schoolchildren.Meanwhile, the Barangay Nutrition Scholars andElementary School Class Advisers were tasked tomonitor the weekly growth status of the pre-schoolchildren and the monthly weighing of theschoolchildren.

The Women’s Health Teams (WHTs) and BreastfeedingSupport Groups (BSGs) were tasked to monitor thechildren’s nutritional status from womb to birth.Pregnant women were closely tracked to ensure thatthey complete their prenatal visits and develop theirbirth plans in cooperation with the Rural Health Unit(RHU). A “Healthy Baby Contest” was regularly heldto promote exclusive breastfeeding.

Interestingly, the fathers were also trained about theproper care and feeding of infants and schoolchildren.Under the “Tatay Ko, Kaagapay sa Kalusogan Ko”Program, the fathers in the barangays are gatheredevery quarter for a lecture on good nutrition,breastfeeding and responsible parenthood.

Under the “Gulay Bawat Bahay, Hahaba Ang Buhay”Program, households, schools and barangays wereencouraged to maintain vegetable gardens forhousehold consumption. The Municipal Agriculture

Limasawa, Southern LeyteLimasawa, Southern LeyteLimasawa, Southern LeyteLimasawa, Southern LeyteLimasawa, Southern LeytePPPPPoor Municipality Can Eliminate Malnutritionoor Municipality Can Eliminate Malnutritionoor Municipality Can Eliminate Malnutritionoor Municipality Can Eliminate Malnutritionoor Municipality Can Eliminate Malnutrition


Office (MAO) provided seeds, seedlings, plantingmaterials and technical assistance. To motivate theresidents and school children, cash prizes wereawarded to winners of the “Best Barangay Garden”and the “Best School Garden” contests that wereorganized yearly by the MAO.

Livelihood skills trainings were also provided tofamilies with malnourished children so they canaugment their income and buy sufficient food. Inaddition, motor bancas with fishing gear were givento these families.

Every quarter, residents who are 20 years old andabove are encouraged to report to the BarangayNutrition Outpost for the calculation of their BodyMass Index (BMI). Those categorized as at risk,overweight and obese are then urged to participatein the “Healthy Lifestyle” campaign. An ExecutiveOrder was issued requiring Municipal Officials andEmployees to participate in an hour-long exercisesession every Monday afternoon and sports activitiesevery Friday afternoon. The municipality also holds a“Biggest Loser” contest to encourage people to loseweight.

To promote proper hygiene among its residents, theLGU launched the “Handog Pamasko sa LGU”Program. Households without toilets were given atoilet bowl, a bag of cement and iron bars so thatthey can build their own under the supervision of theRural Sanitary Inspector.

With these programs in place, the residents ofLimasawa are now healthier than before. The regularsupplemental feeding helped bring up the nutritionalstatus of children from below normal to normal. Theprevalence of malnutrition among pre-school childrenwent down from a high of 8.8% in 2004 to 2.61% in2009 and from 6.0% to 2.17% among school children.The close tracking of pregnant women by the RHUresulted in a zero mortality rate since 2007. Almostall infants from 0-6 months old were also exclusivelybreastfed.

In just a few years, food production in the localityblossomed to a point where the need for vegetablesupply in the municipality was also addressed.Remarkably, the household gardens used organicfertilizer from the vermiculture project to produce thevarieties of vegetables.

To augment its limited budget, the LGU used variousfund generation schemes such as solicitations, raffledraws, placing coin banks in strategic places fordonations, fines from illegal fishing, diving fees andforging partnerships with donors.

Just recently, Limasawa earned the Nutrition HonorAward—the first for Region VIII—given by theNational Nutrition Council. For a 6th class island-municipality, eliminating malnutrition is quite a feat,but one that is easily replicated. Among the keyfactors to the program’s success are innovativestrategies, eliciting active community participation andjudicious enactment of ordinances.

Limasawa showed that evena poor, 6th class island-municipalitycan eliminate malnutrition through

innovative strategies.

Mayor Melchor P. [email protected]

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Isolated communities, especially those that seldomreceive government social services, fall prey easily

into the hands of insurgents. More so, when theinsurgents offer alternatives that seem better thannothing. Sitio Lantad in Brgy. Kibanban, Balingasagnot only fell prey; it became an insurgent strongholdin the hinterlands of Misamis Oriental.

Accessible only by foot or by horse, Lantad is hometo an indigenous people, the Higaonons. A valley withrough terrain, treacherous trails, steep elevations andhairpin curves, it was physically isolated and neglectedfor a long time by the government. During its fightagainst the Marcos regime, the Northern MindanaoRevolutionary Committee of the CPP-NPA-NDFtransformed Lantad into its Regional Headquartersand the area soon erupted into a war-zone. Caughtin the cross-fire between government and insurgentforces, the settlers either had to flee or join theinsurgents to survive. Hundreds died in the fightingand many residents fled.

The conflict continued even well after the Marcosregime had been ousted. The difference this time wasthat the Higaonons began their struggle to reclaimtheir ancestral domain. For the most part, governmentremained deaf to their pleas, while the NDF providedland titles which had no legal teeth.

Eventually in 2005, when the Provincial Peace andOrder Council was already in place, the MisamisOriental LGU began to literally pave the way to peaceand development. After a visit to the area showedthem the extent of government neglect in Lantad, theprovincial government employees painstakinglybrought in sand and gravel by the kilo to initiallyconstruct a solar dryer for the community and to startthe construction of a road. Sand and gravel had tobe brought up the mountain by foot because therewas no road yet. This painstaking effort by the LGUhelped them gain the trust of the residents of Lantad.

During the crucial road opening phase, the communityexpressed its support and ownership of the roadbuilding project by voluntarily mobilizing Higaononsto guard and protect the heavy equipment of theProvincial Engineering Office. This motivated theengineering team to hasten the completion of whatwas back then an inconceivable road developmentproject. The 25-kilometer road development projectstretched from the national highway into the heart ofthe once isolated Higaonon community. In July 2006,Lantad finally became accessible to wheeled vehiclesand the 16-vehicle convoy of the provincialgovernment was welcomed warmly by the residentswhen they came to visit again.

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Balay Mindanaw, an NGO and active PPOC member,assisted in the formulation of a Barangay Peace andDevelopment Plan through a participatory process thatencouraged the community to share their own peaceand development agenda and to hold discussionsconcerning local governance, barangay peace anddevelopment and partnership initiatives.

In 2007, Lantad was declared as a Special AgrarianReform Community by the Department of AgrarianReform (DAR). Subsequently, the community becamea beneficiary of DAR’s Solar Power TechnologySupport (SPOTS) program, which provided electricityto 128 homes, to the community area, and to theschool building. The community also obtained a DVDplayer and TV set for the education of the children.Lantad also erected a health center with a freezerfor medicine storage and a properly lit communitycenter for public meetings and activities. The SPOTSprogram also included the construction of a multi-purpose building, which housed the AC-10 solar powerstation as well as the mini theater, mini grinder, chippingmachine, peanut sheller, videoke, and computers ofthe community.

In addition, the Department of Environment andNatural Resources implemented a 60-hectareReforestation Program for the community. Meanwhile,the Department of Education provided school buildingsand facilities and implemented the Mobile TeacherProgram which taught 106 residents to read and write.

Subsequently, the new Lantad Multi-PurposeCooperative was formed as a vehicle for socio-economic empowerment. Corn, banana and peanutproduction improved. Families who fled in the 90’s

have also returned to Lantad. From 500 residents in2005, a total of 1,033 people now reside in Lantadand the Internal Revenue Allotment of its motherbarangay has also increased.

Today, Lantad is a showcase of how peace anddevelopment efforts should be pursued—not by mightbut through sincere and concrete efforts to reach outand make a difference in the lives of people. ThePPOC was successful in making inroads into Lantadbecause it was able to re-engineer its organizationalstructure towards greater transparency andparticipation. Its membership includes the broadestspectrum of possible peace and developmentstakeholders. Tribal leaders are now key members ofthe Council. In sum, building the capacities of thepeople and empowering them to stand on their ownpaved the way to a successful peace and developmentcampaign.

Misamis Oriental’s success has bolstered its confidencein pursuing similar peace-building initiatives in SitioSio-An, Barangay Malinao, Gingoog City in the comingyears.

The Lantad peace-buildingexperience demonstratesthe paradigm shift of the

Provincial Peace and OrderCouncil from reactive, sometimes

passive approaches,towards a pro-active Council

advancing Social Equity, PeopleEmpowerment, Building of Roadsand Bridges, and Access to thebest possible social services.

Gov. Oscar S. [email protected]. (08822) 729995Fax. (08822) 729894C

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Internet access is prevalent inurban communities these days but

is still almost absent in most ruralcommunities. As a result, many ruralcommunities get left behind in termsof access to information that is vitalto their development.

Such was the case of Upi’s residentsbefore 2004. Back then, theMunicipality of Upi used to be anisolated rural area with very limitedtelecommunications services. Therewere no landline phones nor faxservices, let alone broadbandinternet services. Calls made totrading centers were expensive asthese were carried out throughmobile phones. Thus, the LGU haddifficulty transacting business withregional offices and its tradingpartners. Limited courier servicemeant that those who needed tosend packages had to travel fortwo hours over dilapidated roadsto Cotabato City to mail urgentdocuments. The delivery of localand national newspapers wasalways delayed and Cotabatoradio stations were the only reliablesource for local and national news.Students also had difficultyconducting research because therewas no public library.

Realizing that better access toinformation could substantiallyimprove their situation, Upi’s LGUproceeded to install wirelessbroadband Internet connection inOctober 2004 and establish theirCommunity e-Center (CeC). Thismove encouraged other govern-ment agencies to pursue theirInformation and Communications

Technology (ICT) projects in themunicipality.

Similar to most privately-runinternet access businesses, the CeCoffers a host of ICT services suchas internet access, documentencoding, scanning, photocopying,printing, CD/DVD writing, PC repairand maintenance, IT consultancy,system development, IT trainingand tutorials. What sets it apart wasthat it ventured into broadcastmedia to expand its reach. The CeChelped establish the local radiostation DXUP-FM and now alsomanages a local TV channel whichairs LGU activities and projectsthrough its daily public affairsprogram, The Working PublicServant. The CeC is now alsoresponsible for the photo andvideo documentations of events inthe municipality.

In addition, the CeC maintains theLGU’s eNational GovernmentAccounting System in partnershipwith the Commission on Audit. It alsohosts the Legislative TrackingSystem and the municipality’sofficial website. These serviceshelped improve the financialefficiency of the LGU, thelegislative transparency of theSangguniang Bayan, andintroduced Upi to the world.

The community has since beentransformed and empowered invarious ways. Business transactionsbetween Upi’s residents and theirdomestic or foreign partners couldnow be conducted daily and almostin real-time. Communicationexpenses were reduced to almost

nil and Upi residents had betteraccess to more information andincome-earning opportunities. TheCeC made it to the top ten e-centers in the country thatrepresented the country in the2005 APEC Digital OpportunityCenter contest in Taipei, Taiwan.While remaining a rural community,Upi and its residents now enjoyurban amenities and services.

The Upi CeC helped improve thecomputer literacy of the womenand youth of Upi through the Step-UP Project, a partnership betweenthe Visayan Forum and the LocalGovernment’s Gender andAdvocacy Program. It also helpedin the computerization of DatuPaglas Municipality. The CeC nowplans to train barangay officials oncomputer literacy and to conducta campaign against internet crimesin the schools so that students canavoid becoming victims. In terms ofeconomic development, the UpiCeC also plans to accept webadvertisements, engage in e-ticketing, e-banking, and e-commerce. It has plans to organizeUpi residents working abroad andcreate a foundation for ICT projectsand programs in Upi.

While the CeC was established bythe LGU, it is managed by an ICTCouncil which is composed of 13representatives from varioussectors—LGU, women’s, indi-genous people’s organization,REACT, student council, out-of-school youth, federation of PTCAs,business sector and the academe.This multi-sectoral composition ofthe council encouraged broader

Upi, MaguindanaoUpi, MaguindanaoUpi, MaguindanaoUpi, MaguindanaoUpi, MaguindanaoRural Community e-CenterRural Community e-CenterRural Community e-CenterRural Community e-CenterRural Community e-Center


participation in the planning, decision-making, andapproval of the CeC’s annual work plans. The councilsets the directions, guidelines and strategies for thee-Center and ensures that the program framework isconsistent with the community’s culture. The council alsosets the policies and procedures relating to the CeC’smembership, usage, data collection, financialmanagement, and other operations.

The Upi CeC has been operational for seven yearsand is now located in a new, separate building with15 units of computers for instructional and researchpurposes, 3 work stations, and 2 computer servers. Italso has image, video capture and printing equipment.There are more than 750 Community eCentersestablished in the country. But Upi CeC remains as theonly fully operational CeC in Maguindanao Province.With its success and service expansion, it hopes toinspire neighboring municipalities to follow its footstepsand is willing to help other Maguindanao municipalitiesestablish their own CeCs.

Like most privately-run internetaccess businesses,

the CeC offers a host of ICTservices. What sets it apart is thatit ventured into broadcast media

to expand its reach.

Mayor Ramon A. Piang, Sr.

[email protected]

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The primary objective of a cadastral survey is landtitling. Other land use information that are obtained

in the process are gathered to support tenure or legalhold. However, the results of the cadastral survey canalso be used as basis for Internal Revenue Allotmentor IRA. The IRA is the money received by all LGUsfrom the national government. Its amount is based onan LGU’s land area, population and tax collectionsremitted to the Bureau of Internal Revenue.

The Department of Environment and Natural Resources(DENR) first commissioned a surveyor in the 1960s toconduct cadastral surveys of the coastal town ofMaribojoc in Bohol. This was followed by a series ofsurveyors who failed to produce the desired results.In 2003, the town’s LGU commissioned three surveyingcompanies to conduct cadastral surveys. But these alsowent to naught.

Fed up with the lacklustre performance of thesurveyors, the Sangguniang Bayan issued anordinance rescinding the contract of one of thecompanies and urging the others to hasten the process.The LGU also lobbied for inclusion in the DENR’s LandAdministration and Management Project 2 (LAMP2),which aimed to automate land records throughcomputerization.

In 2008, Maribojoc became the first LGU-ledparticipant to the LAMP2. In the agreement betweenthe Maribojoc LGU and DENR-PENRO Bohol,Maribojoc will oversee the overall conduct of thecadastral survey and land titling; appoint CommunityDevelopment Assistants (CDAs) and adjudicators;provide funds for the CDAs and adjudicators, officesupplies, computers and transportation expenses;provide office space; conduct initial sketching incoordination with the survey team; mediate initiallyon land disputes; conduct information dissemination;and mobilize barangay officials to assist the surveyteam in their areas.

DENR-PENRO’s responsibilities were to: providetechnical supervision and the survey team; monitorthe actual progress of the survey with the LGU; verifythe completed survey to avoid overlaps; approve

technical descriptions of the cadastral surveys;determine barangay boundaries; provide cadastralmap of the approved survey; delineate or excludeland considered as salvage zones, watersheds andmunicipal/barangay roads; train LGU personnelassigned as CDAs and adjudicators and to processfree patent applications (FPAs) with DENR ProjectImplementation Office and the Register of Deeds.

Land valuation has since appreciated and there hasbeen a significant increase in Real Property Tax (RPT)collection. The LGU has earned additional income fromcertification fees and payments of arrears. Theacquisition of land titles is now simplified and fasterto process. More importantly, the tenurial status oftitle holders have been secured at a minimal cost andland grabbing has been reduced or eliminated.Boundary disputes that were resolved led to improvedrelations between neighbors.

The intensive Information, Education andCommunication campaigns undertaken by LGU-ledLAMP2 team encouraged the participation ofstakeholders in the cadastral survey. Surveyapplications were religiously scrutinized for accuracy.The applications were then submitted to the DENR-LAMP 2 office for screening and validation. In turn,the Register of Deeds approved the FPAs and issuedland titles to qualified land owners. As of June 30,2011, 830 land titles have been issued to land owners.

Eliciting active community participation and acommitted LGU leadership were the key ingredientsin the successful implementation of the cadastralsurvey project of Maribojoc. So far, the MaribojocLAMP 2 project has been replicated in the towns ofTalibon, Garcia-Hernandez, Balilihan, Candijay andTrinidad.

MaribojocMaribojocMaribojocMaribojocMaribojoc, Bohol, Bohol, Bohol, Bohol, BoholLGU-LedLGU-LedLGU-LedLGU-LedLGU-LedCadastral SurCadastral SurCadastral SurCadastral SurCadastral Survvvvveeeeeyyyyy


The tenurial status of title holders have beensecured at a minimal cost and land grabbinghas been reduced or eliminated. Boundary

disputes that were resolved led to improvedrelations between neighbors.

Mayor Leoncio B. Evasco, [email protected]. (O38) 504-9979Fax. (038) 504-9555C

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River dwellers who now residein upland areas—these are the Subanens, the

indigenous people (IP) of the Province of Zamboangadel Norte. Like most of their IP brethrens, theSubanens are largely marginalized. Forced torelocate upland by the migration of people from theVisayas and Luzon and by the intrusion of large miningcampaigns in their ancestral domains, the Subanenssuffered countless indignities, discrimination andridicule. And for several decades, the Subanens wereleft with limited education and livelihood opportunitiesand lacked access to government services.

Their situation changed for the better recently whenthe provincial leadership intervened to bring themback into the mainstream of government processes.On February 26, 2008, the provincial governmentissued Executive Order No. 08-03-A to create theProvincial Indigenous People Coordinating Unit(PIPCU), which was primarily tasked with promotingthe welfare of the Subanen people and empoweringthem economically, socially and politically. In 2011,the Subanen numbered 367,906 or 38.4 percent ofthe total provincial population of 957,230.

Subsequently, the PIPCU introduced and implementedthe following programs and activities, namely: Kasalanng Bayan Program; Free Registration of Marriagesand Live Births of Children; Livelihood Activities;Documentation of Subanen Culture, Customs andTraditions, Arts and Music; and Formal Organizationof the Subanen People in the Barangays. Formalorganization of the Subanens aims to provide themlegal personality and enable them to accessgovernment services.

The Kasalan ng Bayan serves to formalize andsolemnize the relationship between common-lawcouples who number in the thousands among theSubanen. In conducting the marriage rite, Subanencustoms and traditions are followed. To date, a totalof 2,501 common-law couples have been formallymarried under the program.

The free registration of marriages ensures that theevent and the births of the couple’s children arerecorded with the Local Civil Registrar’s Office andthe National Statistics Office (NSO). So far, 1,552live births have been registered with the MCRO andNSO. This activity effectively provides legaldocumentation to the Subanens which they can thenshow when accessing government services, enrollingtheir children in school, getting a job or obtainingmedical services.

The provision of livelihood activities is primarily carriedout through the introduction of appropriate farmingtechnology so that the Subanen farmers can increasethe productivity of their farms, attain food security

Zamboanga del NorZamboanga del NorZamboanga del NorZamboanga del NorZamboanga del NorteteteteteEmpoEmpoEmpoEmpoEmpowwwwwering the Subanen Pering the Subanen Pering the Subanen Pering the Subanen Pering the Subanen Peopleeopleeopleeopleeople


for their households, judiciously manage theirenvironment, and increase their family’s income.

To facilitate the delivery of basic services to theSubanen communities, PIPCU helped organize 19councils which were registered with the Departmentof Labor and Employment. These 19 councils are

tasked to coordinate the collective participation ofthe Subanens in various development processes. TheCouncils of Elders were also formally organized atthe barangay level to serve as mediators duringdisputes among the Subanens. Composed of TimuayLabis, Timuays and Salilings, the members of theCouncils of Elders now total 4,343.

PIPCU has been tasked to continually documentSubanen culture, customs, arts and traditions, and itnow has a compilation of Subanen rituals, clothing andornaments, and musical instruments. To furtherpreserve the Subanen culture, PIPCU also organizedTribal Dance Congresses, Costume Parades and aBattle of Festivals showcasing Subanen art, traditionand culture.

With these programs in place, the bond betweenmarried Subanen couples have been strengthenedand responsible parenthood is now more widelypracticed. More importantly, the Subanens can nowprovide marriage contracts or birth certificates intransactions requiring such legal documents. Forinstance, they can now access government programssuch as Philhealth and the Pantawid Gutom Program(Conditional Cash Transfer) to name a few. They nowhave legal instruments that enable the enrolment oftheir children as well as facilitate their employmentand travel abroad.

With the introduction of appropriate farmingtechnology and the establishment of formal linkageswith agricultural agencies, the Subanen IndigenousCouncils were able to profit from the sales of theiragricultural produce. While their total earnings weremodest, it was a feat that they had never experiencedbefore.

Clearly, the creation of PIPCU encouraged theSubanen people to participate in communitydevelopment and in government processes. Theyreadily provided labor and project sites ascounterparts for the government programs. This showsthat the “pahina” or “bayanihan” spirit is also practicedby the Subanen people. Slowly but surely, theSubanens in Zamboanga del Norte are now gettingintegrated into the mainstream. And this was simplyaccomplished by putting in place a coordinativemechanism that elicited cooperation and participation;an innovation that can be easily replicated by otherLGUs with an IP constituency.

The creation of the ProvincialIndigenous People CoordinatingUnit (PIPCU) encouraged the

Subanen people to participate incommunity development and in

government processes.

Gov. Rolando E. [email protected] No. (065) 212 2597Fax No. (065) 212 3563C

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In the aftermath of the flash floodsthat claimed hundreds of lives in

Infanta and General Nakar inNovember 2004, mental distressafflicted the survivors. Psychosocialintervention was provided so theycould move on. This interventionled to the partnership between theInfanta Integrated CommunityDevelopment Assistance, Inc.(ICDAI), the University of thePhilippines-Philippine GeneralHospital (UP-PGH) and the WorldAssociation for PsychosocialRehabilitation-Philippines (WAPR-Phil). They developed theCommunity-Based Mental/Psycho-social Health ManagementProgram which the Inter-LocalHealth Zone (ILHZ) II adopted in2008.

The community-based mental/psychosocial health managementprogram pools together resourcesfrom various sectors to address andfill in the gaps in mental/psychosocial health care and theshortage of mental healthprofessionals in the ReINaPan(Real, Infanta, Gen. Nakar, andPanukulan) area. Over time, theprogram broadened its scopefrom psychosocial processing andstress debriefing to mental andpsychosocial health consultationand treatment.

In 2006, a partnership with theClaro M. Recto Memorial DistrictHospital (CMRMDH) led to the

establishment of a psychiatric clinic.The program is now managed bythe ReINaPan local governmentunits of the ILHZ II in partnershipwith ICDAI, CMRMDH and UP-PGH-WAPR-Phil.

Several strategies wereimplemented, namely: establish-ment of a psychiatric clinic; conductof psychiatric consultation andtreatment; implementation ofsocialized rate of psychotropicmedicines; telepsychiatry; mentaland psychosocial health educationand information dissemination;formation of family supportgroups; and, capability building onmental health service delivery.

After four years of implementation,the program increased theknowledge and skills of LGUs inmental health care. It improveddelivery of general health care inthe municipalities, with mental andpsychosocial health now includedin the LGU’s regular health careprogram and with municipal healthofficers and area-based physiciansproviding psychiatric consultationand treatment.

The Psychiatric Clinic in CMRMDHwas established with the assistanceof the Northern Quezon MedicalSociety in which the partner-psychiatrists and trained generalphysicians in the locality holdconsultations. Prior to theestablishment of the clinic, visiting

psychiatrists held consultations inbarangay halls.

Since medications for mentaldisorders are available only inMetro Manila health institutionsand pharmacies, the ILHZ IIpurchased medicines from thePhilippine General Hospital (PGH)and National Mental Health Center(NMHC) for stockpiling and retailto patients. The availability ofmedicines in the ILHZ II Pharmacybridged the physical distance ofReINaPan municipalities from PGHand NMHC. The ILHZ II also ensuredthat medicines would be moreaccessible to indigent patients. Asocialized scheme was developedwhere indigents pay only 25% ofthe actual medicine cost, whilethose who could afford pay the fullamount.

The psychiatric consultations,coupled with the administration ofmedicines, proved to be successfulin addressing mental healthproblems in the area. From 2006to 2010, additional cases wererecorded each year albeit in adecreasing pattern—from 110new cases in 2006; 59 additionalcases in 2007; 55 new ones in

RRRRReal, Infeal, Infeal, Infeal, Infeal, Infanta, Gen. Nakaranta, Gen. Nakaranta, Gen. Nakaranta, Gen. Nakaranta, Gen. Nakar,,,,,and Panukulan, Quezonand Panukulan, Quezonand Panukulan, Quezonand Panukulan, Quezonand Panukulan, QuezonCommunity-Based MentalCommunity-Based MentalCommunity-Based MentalCommunity-Based MentalCommunity-Based MentalHealth ManagementHealth ManagementHealth ManagementHealth ManagementHealth Management

The community-based mental health

managementprogram pools

together resourcesfrom various sectorsto address and fill inthe gaps in mentalhealth care and theshortage of mental

health professionals inthe ReINaPan area.


2008; 36 more in 2009; andanother 28 cases in 2010. Thesefigures indicate improved aware-ness about mental health care.

In 2009, a radio program dubbedas “ILHZ II in Action” served asmedium for ILHZ II to reach a widenumber of people and encouragemore families to bring their patientsfor consultation and treatment. Theprogram also convinced thecommunity to show morecompassion for mental patients.There is now a growing acceptanceamong families that this conditionis not something to be ashamed of;that it is manageable and thatmental patients deserve mentalhealth care.

Many of those with mentaldisorders have been brought backto normalcy. Some of theschizophrenic patients whoexhibited violent behavior,auditory hallucination, andunhygienic practice are now ableto help in household chores andare doing productive work outsidetheir homes.

The formation of family supportgroups also contributed in hasteningthe recuperation of patients.Dialogues and activities betweenthe families strengthened theirresolve to provide proper mentalhealth care for their patient andgradually break the stigma ofmental disorder.

What is notable is that the programis being successfully managed bymedical personnel who are notmental health professionals. This

suggests that any LGU can providemental health care service and thatthe absence or lack of mentalhealth professionals in the area isnot at all a hindrance as there areexternal stakeholders that can betapped to assist the LGUs indeveloping their capacity in thedelivery of mental health careservice.

Telepsychiatry in CMRMDH allowsreal-time communication betweenthe remote site in CMRMDH and thehub site in the Department ofPsychiatry/National TelehealthCenter in UP-PGH. A telecon-ference among the stakeholders isnow also possible through Skype.With this mechanism in place, thepartner psychiatrists are able toremotely assist the trainedmunicipal health officers andgeneral physicians in diagnosingand formulating mental health careplans for the patients. In addition,the psychiatrists could also providecontinuous capacity development/enhancement through tele-mentoring.

Partnership building is the keyfactor that made the implemen-tation of the program in theReINaPan area successful. Funding

and human resource limitationswere addressed by the pooling ofresources among the partners. UP-PGH-WAPR-Phil provided theirtechnical knowledge andprofessional expertise to the ILHZII so it could identify those whoneeded care.

Meanwhile, ICDAI providedfinancial support and technicalexpertise, and took the lead inbuilding family support groups. Onthe other hand, the LGUs togetherwith the CMRMDH providedfunding, human resources andcreated mechanisms to enhance theprogram.

The cooperation of the families ofindividuals with mental disorderswas also crucial. Without theirsupport, their patients would nothave been referred forconsultations and treatment.

Lastly, capacity development of theLGU’s health personnel andvolunteer health workers, andgeneral physicians in CMRMDHensures sustainability in theprovision of mental health care inthe area.

Mayor Filipina Grace R. [email protected]. (042) 535-4045Fax. (042) 535-2281C

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Distant education facilities areamong the reasons why there

is low attendance and lowacademic performance in rural highschools. This is especially true incommunities with rough terrain suchas Seven Cities of the Municipalityof Alimodian.

A 3rd class municipality, Alimodianis composed of 51 barangaysclustered into nine districts.Transportation is scarce especiallyduring bad weather because of themountainous and steep terrain. Thelone jeepney ferries passengersonly twice a day—once in themorning and another in theafternoon, while motorcycles arerented at PhP150.00 per trip for

the 25-kilometer or one-hour drivefrom Seven Cities to the poblacion.

A large number of students comingfrom the upland barangays cannotafford secondary educationbecause of high costs for board,lodging, allowances andtransportation and are consigned tohelping their parents in crop andvegetable farming.

In 2005, there were only twosecondary schools in themunicipality—the AlimodianNational Comprehensive HighSchool (ANCHS) and the GinesNational High School (GNHS), whichare located in the Poblacion and inBarangay Gines. The congested

classrooms forced the teachers tohold classes in hallways and evenunder the trees.

Consultations between theDepartment of Education (DepEd),the LGU and the Parent-TeacherAssociation (PTA) led to theproposed establishment of fournew high schools. This proposalwas developed into the programcalled Hugpong Barangay,Edukasyon Parapit sa Balay orBringing Education Closer to Home.The program aims to bringsecondary education closer tostudents by establishing secondaryschools in strategically-clusteredbarangays. The aim was to providesecondary schools which areaccessible and affordable to the

Alimodian, IloiloAlimodian, IloiloAlimodian, IloiloAlimodian, IloiloAlimodian, IloiloBringing High Schools Closer to HomeBringing High Schools Closer to HomeBringing High Schools Closer to HomeBringing High Schools Closer to HomeBringing High Schools Closer to Home


community, improve the quality ofliving through education, trainpeople to become economicallyefficient in livelihood programs andprojects, and to lower thepercentage rate of out-of-schoolyouth in the community.

Normally, approval for theestablishment of a new school takesa long time. But the collective effortof the communities, Parents-Teachers Association (PTA), DepEd,private associations and individuals,non-government organizations(NGOs), and the LGUs hastenedthe process. Thus, the first extensionschool of the ANCHS wasestablished in BarangayCabacanan, which was identified asthe most accessible site within theSeven Cities area. The school waslater renamed Adriano CabardoNational High School in honor ofthe lot donor. Three more campuseswere established in 2008, 2009and 2010.

The establishment of the highschools closer to the communitiesallowed the families to reduce theirschool expenses. It also led toimproved academic performanceamong the students.

The high schools also encouragedover-aged (17 and above)individuals to resume their studiesand pursue a high school diplomaas in the case of the 22-year oldmother who graduated ClassValedictorian last March 2011. Atotal of 809 out-of-school andover-aged individuals were giventhe opportunity to go back toschool because of the program.

New schools meant employmentopportunities for licensed teachersand 48 were hired.

In the construction of the highschools, community residentscontributed bamboo poles or tractsof land. Meanwhile schoolequipment were provided orpurchased through donations andfund raising activities.

The strong leadership of the LocalSchool Board (LSB) wasinstrumental in the success of theprogram. The LSB took the lead inconceptualizing, implementing,monitoring and evaluating theprogram. The PTA and BarangayCouncil took the lead in the publicmeetings and consultations,identification of proposed sites,pooling of materials, constructionof buildings, and monitoring ofprogress. In addition, the PTAcampaigned for support, raisedfunds and helped in the completionof the documentary requirementsof the DepEd.

On the other hand, the local DepEdtook responsibility in thecompletion of all the requiredpaper work. Through the LGU-Community-DepEd partnership,Barangay Officials enhanced theircapacity to prioritize projects andefficiently allocate their budget.Local NGOs such as Taus PusoFoundation, Inc. and TagipusuonFoundation, Inc. were involved inthe consultation and implemen-tation process, together withreligious groups, youthrepresentatives and senior citizens.

Barangay and Municipalresolutions and ordinances werepassed adopting the establishmentof the secondary schools throughthe “Hugpong Barangay, EdukasyonParapit sa Balay”. A bill was alsopassed in Congress for the AdrianoNHS. A Joint Resolution of the

Association of Barangay Councilsand PTA was passed to ensure thatschool improvements areimplemented and given priority.Provincial School Board resolutionswere also passed to support theprogram.

Eventually, the schools produced342 graduates who went on topursue college education throughscholarships and work studentprograms.

The Department of Education laterranked Bancal National HighSchool as 2nd and 3rd in the searchfor Outstanding Schools in the 2nd

Congressional District in 2009 and2010, respectively.

Constructing four secondaryschools in a municipality within fiveyears may seem impossible forother LGUs. But through HugpongBarangay, Edukasyon Parapit saBalay, the people of Alimodianshowed that innovation anddedicated action can bring aboutthe desired results.

The establishment ofthe high schools closer

to the communitiesallowed the families to

reduce their schoolexpenses. It also led

to improved academicperformance among

the students.

Mayor Juanito T. [email protected]. (033) 331-0288Fax. (033) 331-0450C

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Rabies is a fatal disease that iseasily preventable. Yet, it still

poses a significant public healthproblem in many countries in Asiaand Africa. More than 99% of allglobal human rabies deaths occuras a result of being exposed toinfected dogs.

In the Philippines, about 250people die each year due torabies because victims failed toseek immediate treatment orvaccination. About ten of thosewho die are reported in Bohol,which made the province rank 4th

among the top ten provinces in thecountry for human rabies deaths.To correct the situation, theprovincial LGU of Bohol developedits Rabies Prevention andElimination Program (BRPEP) inMarch 2007, with the goal ofeliminating rabies cases in theprovince by 2010.

Institutionalized through anordinance, the BRPEP initiallyinvolved 124 governmentemployees from the provincialdown to the barangay level, whospearheaded a massive infor-mation drive. To hasten programimplementation, community partici-pation was enlisted in carrying outvarious aspects of the program.And to help defray the highprogram costs, the LGU developedpartnerships with private sectororganizations.

The results were dramatic. In thefirst half of 2008, the number ofhuman rabies deaths decreased by50%. More importantly, there have

been no reports of death by rabiessince October 8, 2008.

A Knowledge, Attitude, Practices(KAP) survey in 2009 revealed that94% of local people already knewabout rabies, 61% had knowledgeabout rabies transmission, and 89%were aware of the rabieselimination program. More peoplewere also seeking medicalassistance for dog bites. Thenumber of potential rabies carrierswas also reduced by 24% as thedog population in Bohol decreasedfrom 100,572 in 2007 to 76,407 in2009 as reflected in the barangaymaster list of dogs. About 70% ofthe dog population was alsoregistered and vaccinated withinthat period.

Bohol’s LGU attributes thesuccessful program implementationto the collaboration andcooperation of various stake-holders. Community participationwas deemed crucial in variousaspects of the program namely,dog population control, mass dogvaccination, dog bite management,veterinary quarantine, surveil-lance and monitoring.

At the provincial level, the programis managed by the Bohol RabiesPrevention and Eradication Council,which is chaired by the provincialgovernor and whose membersrepresent various sectors andagencies. This multi-sectoralcomposition of the council ismirrored at the municipal (theMunicipal Rabies Prevention andElimination Council or MRPEC) and

barangay (Bantay Rabies saBarangay or BRB) levels.

The BRB organized BarangayRabies Elimination Task Forces thatcompiled a master list of dogs anddog owners through house-to-house surveys and arranged massvaccination in their areas. It wasthe responsibility of the BRBs tosecure the registration of dogs,collect fees and facilitate thesharing of the collected fees withthe provincial and municipal LGUs.They also helped settle disputesarising from dog bite incidents orother violations of the program.

Today, there are more than 15,000people actively involved inimplementing the program. Thebulk are made up of communityvolunteers and teachers. Variousorganizations such as the Bohol Tri-Media Association and differentgovernment agencies such as theDepartment of Health and theDepartment of Education continueto work in concert to implement theprogram. This cooperation haseffectively transformed theawareness campaign on rabiesprevention and elimination from agovernment-led to a community orpeople-led program. The PhilippineNational Rabies Awareness Monthin March and the World RabiesDay on September 28 areregularly observed by the provinceto continually remind people aboutthe importance of eliminatingrabies in Bohol.

Bohol has since become one of thefirst provinces in the country to

BoholBoholBoholBoholBoholRRRRRabies Prevabies Prevabies Prevabies Prevabies Prevention and Eliminationention and Eliminationention and Eliminationention and Eliminationention and Elimination


integrate lessons on rabies andresponsible pet ownership in thecurriculum of all its elementaryschools. Given that 25 percent ofthe rabies fatalities have beenchildren below the age of 15, thisinnovation is very effective atincreasing awareness on rabiesprevention, especially amongschool-aged children. This alsohelps inculcate responsible petownership for the next generation.

International recognition of Bohol’ssuccess is now evident as theprovincial government has alsobeen invited to share itsexperience in rabies elimination toan international audience. The LGUsent its program manager topresent the program during theInternational Conference on Rabiesin Vietnam in September 2009, inIndonesia in March 2010, and inMexico in October 2010 duringthe 21st Conference on Rabies.

The Global Alliance of RabiesControl is helping replicate theBohol Program in the Bicol Regionand Palawan. Last July,international rabies experts met inBohol to learn from the province’sexperience and to explore thepossibility of replication in othercountries with high incidence ofrabies.

Transforming the public’s attitudeand cultural practices towardsresponsible pet ownership isperhaps Bohol’s longest lastingcontribution to the global campaignto eliminate rabies. With rabieselimination and responsible petownership integrated into thepublic elementary schoolcurriculum, the younger generationwill surely grow up to be moreaware about responsible petownership and help eradicate thedisease altogether.

Transforming the public’s attitudeand cultural practices towardsresponsible pet ownership is

perhaps Bohol’s longest lastingcontribution to the global campaign

to eliminate rabies.

Gov. Edgardo M. [email protected]. (038) 412-3300Fax. (038) 412-3063

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AlbayAlbayAlbayAlbayAlbayHealth StrateHealth StrateHealth StrateHealth StrateHealth Strategy fgy fgy fgy fgy for MDG Attainmentor MDG Attainmentor MDG Attainmentor MDG Attainmentor MDG AttainmentMayon Volcano comes to mind

when the Province of Albayis mentioned because it is its mostprominent landmark and touristattraction. It is an active volcanothat has erupted 47 times since1616, with the recent onesoccurring in August 2006 andDecember 2009. Albay alsohappens to be one of the mosttyphoon-prone provinces in thePhilippines. In late 2006, theprovince was also hit by two majortyphoons, Milenyo and Reming.These series of disasters in that yearposed a significant threat to thehealth situation of the people in theprovince.

In the following year, the newlyelected governor’s policydeclaration was to “make MDG thegoal and the rest follows.” He meantthat policies, resource mobilization,program implementation andinstitution building should begeared towards achieving theMillennium Development Goals(MDGs). The MDGs are eight inter-national development goals that allUnited Nations member states haveagreed to achieve by the year2015. They include eradi-cating extreme poverty, redu-cing child mortality rates, fightingdisease epidemics such as AIDS,and developing a globalpartnership for development, toname a few.

To improve the health situation ofAlbay’s residents, the provincialLGU implemented a healthimprovement strategy that wasaimed at mitigating the negativeimpacts of the 2006 disasters andhastening the attainment of thehealth-related MDGs. The LGUaimed to “build a health system by

and for the public which issustainable through multi-sectoralcontributions, revenue shares, anda domestic-universal healthinsurance to help anchor theprovincial health reform programon a realistic solid base.”

The Albay Health Strategy towardsEarly Attainment of MDGs becamea focused approach to healthreform implementation to ensurethat all Albay residents, especiallythe poor, could receive the benefitsof health reform and the provincecan attain the health-related MDGsmuch earlier than 2015.

The health program is composed ofsix strategic instruments, namely:providing financial risk protectionthrough reimbursements; improvingaccess to quality medical facilities;ensuring equitable access to healthservices, medicines andtechnologies; establishingmechanisms for efficiency,transparency and accountabilityand public-private partnerships;enhancing the capacities of health

workers; and, supporting theimmediate and efficient provisionof health care through healthinformation.

To date, Albay is either close toachieving or has achieved themajor indicators under MDG 4(Reduce Child Mortality), MDG 5(Improve Maternal Health Care),MDG 6 (Combat HIV/AIDS, Malariaand Other Diseases), MDG 1(Eradicate Extreme Poverty andHunger) and MDG 7 (EnsureEnvironmental Sustainability).

Albay has been certified byPhilhealth as having close touniversal health coverage. Thehealth budget of the provincelikewise increased from 2007 to2010 by 67.66%. This improvedaccess to health services andexpanded the supply of healthservices.

A total of 30 Basic EmergencyObstetric and Newborn CareCenters and 3 ComprehensiveEmergency Obstetric and Newborn


Care Centers cater to expectantmothers. Community Health Teamsactively track pregnant women andhelp them with their birth plan. Theprovince has 63 ambulancesdistributed among the local LGUsand deployed to hard-to-reachareas to ferry expectant mothersto birthing centers. The provincealso conducts an annual door-to-door immunization program forchildren.

The DOH and the World HealthOrganization have certified Albayas a malaria-free province and theprovincial government is nowaiming to eradicate measles,filariasis and leprosy in the nextfive years. To combat rabies, theLGU implements a responsible petownership program and offers freetreatment to dog bite victims. It alsoimplements a DOH approvedprogram to combat dengue.

With the support of AECID, aSpanish donor agency and DOH,Albay has started to renovate andre-equip all the hospitals andhealth centers throughout theprovince, including the watersystems of five resettlement sites.Its disaster risk reduction programwas enhanced to include pre-emptive medical care, post-disasterhealth intervention, and rapidhealth assessment surveys ofevacuation centers andestablishment of the Albay HealthEmergency Management (AHEM)

for pre-hospital care. BicolUniversity conducts LGU-subsidizedemergency paramedic training forgovernment personnel and theprovince now has 457 paramedics.

In terms of policy support, theCommittee Chairman on Health inthe Sangguniang Panlalawiganpushed for the passage ofevidence-based ordinances for theTB, Rabies, Dengue Programs andfor the Maternal, Child Health andNutrition Programs. The provincealso issued ordinances for Smoke-Free Albay and the creation of theAlbay AIDS Council.

By identifying strategic prioritiesthrough the five year province-wide investment plan for healthand the annual operations plan, theAlbay provincial governmentmanaged to build on its healthinitiatives. The provincialgovernment also utilized DOH-mandated governance structuressuch as the Local Health Boards(LHBs) and the Inter-Local HealthZones (ILHZs), Public FinanceManagement (PFM) and LocalHealth Accounts (LHA).

The skills of Albay’s health workersare continually improved throughtrainings, orientation seminars andrefresher courses. The provincialdoctors also enhance their skillsthrough the residency program ofthe Bicol Regional Training andTeaching Hospital.

In sum, the provincial governmentmanaged to successfully pursue itsstrategy because of theinvolvement of various stake-holders in program implementationand during the planning stage ofthe Province-Wide Investment Planfor Health in Albay. The healthsector alliances that have beenorganized include the federationsof barangay health workers, the TBpatrol (TB management councils inthe barangays) and theorganization of Tambal-Tandokhealers. There are also organi-zations that are actively involvedin specific health programs in theirrespective target areas like MIDAS(Mayon Integrated DevelopmentAlternatives and Services) andGay-on Bicol for STI and HIV/AIDS.

Ordinances and executive ordersare already in place, ensuring thesustainability of Albay’s healthsector reform strategy. When theprovince-wide investment plan forhealth is completed by 2012,another sector-wide planningsession for the next 5 years will beundertaken to sustain the gains andto scale up community participationin the program.

Pursuing the attainment of theMDGs diligently has worked forAlbay. The strategy could workwonders for other provinces aswell.

To date, Albay is either close to achieving orhas achieved the major indicators under MDG4 (Reduce Child Mortality), MDG 5 (ImproveMaternal Health Care), MDG 6 (Combat HIV/AIDS, Malaria and Other Diseases), MDG 1

(Eradicate Extreme Poverty and Hunger) andMDG 7 (Ensure Environmental Sustainability).

Gov. Joey S. [email protected] (052)481-2555Fax (052)480-3444C

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2011 G A L I N G P O O K A W A R D S F I N A L I S T S

Leon, IloiloMarket Development through PeopleEmpowerment

The LGU of the municipality of Leon implemented a programthat improved the operations of its market. It strictlyimplemented several measures such as zero waste disposalthrough the daily collection of segregated garbage. Itimposed a no permit-no sale policy, no calibration-no salepolicy and observed the price monitoring board. Curfewhours were imposed in the market and a grievance committeewas in place to settle disputes between vendors. The meatand produce are categorized to provide consumers withcorrect information on the quality of the products they arebuying. In addition, the vendors were organized into variousassociations with clearly identified responsibilities such asgarbage collection, price monitoring and policing of ranks.To further encourage cleanliness, the LGU also holds contestssuch as the “Shoot for a Cause” which entails throwing emptyplastic bottles into a big receptacle in the Public Market. Asa result of the strict enforcement of policies and thecooperation of the vendor associations, the municipal markethas become a clean, safe and hazard-free environment forthe sale of agricultural products.

also involves the cooperation of practically the whole city. InDecember, the festival organizing committees spearhead aclean-up and beautification campaign to prepare Iloilo Cityfor the arrival of visitors. Barangay residents along the paraderoute help in cleaning the city streets. Schools in the arearequire the students to help in the civic action on two Saturdayspreceding Dinagyang. The fire trucks of the Bureau of FireProtection and other fire fighting volunteer groups conductthe water flushing of the performance areas. While thefestival activities still puts emphasis in arousing interest forIloilo’s arts, culture and heritage, it has prompted the city toalso pursue clean and green initiatives such as deployingelectric driven vehicles and using recyclable materials forthe costumes. Dinagyang shows that festivals can be effectivevehicles to promote worthy causes and is an excellentshowcase of government-private sector-NGO cooperation.

Iloilo CityPromoting Good Governance and HumanCapital through the Dinagyang FestivalFrom merely promoting religious and cultural practices,Iloilo’s Dinagyang Festival has evolved into a green festivalof sorts. A project called “Squeak for Dinagyang” has becomean integral part of the celebration. And like the festival, it

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Mayor Rolito C. [email protected]: (033) 3310036

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Mayor Jed Patrick E. MabilogFax: (033) [email protected]



Dao, CapizLeading and Managing Health Innovations

Health was not a priority issue of the Dao LGU. But after Daowas included in the pilot batch of the Zuellig FamilyFoundation’s Community Health Partnership Program (ZFF-CHPP), the LGU began to have a better appreciation ofhealth issues. After that, the LGU took the lead in introducinginnovations in the areas of maternal and child health care,nutrition, and health information. The LGU has since increasedits budget allocation for health and expanded the membershipof its Local Health Board and PhilHealth programs. Expectantmothers were closely monitored and taught about pre andpost natal care. The creation of Nanay Buhay Alagaan Teams(NBA teams) contributed significantly to the zero maternaland infant death in 2010. With the renovation of Dao’s RHU,the number of patient consultations increased from only 4%in 2008 to 62% in 2010. The LGU also regularly sent healthworkers including midwives and barangay health workers toattend skills upgrade trainings and professional educationcourses. And the LGU also reactivated a feeding programfor pre-school and school children to reduce malnutrition.With an improved health care program in place, Dao’sresidents are now in better shape than before.

Sta. Cruz, Davao del SurInvestment and Tourism Promotion

Sta. Cruz was a battlefield between government and rebelforces in the late 1980s to early 1990s. When the hostilitiesdied down, a major policy shift from the governmentemboldened the LGU to transform the municipality into anAgri-Industrial Center (AIC) of the province of Davao delSur. Subsequently, Sta. Cruz became part of the 11 ProvincialAICs in Region XI. Through its Investments and TourismPromotions Program, the LGU of Sta. Cruz was able to enticecorporations to invest in the municipality. The two investors in1994 grew to 23 multi-national investors in 2011. And totalinvestments have now reached 21 Billion pesos. Theemployment rate has also increased to 64.73% in 2011from 31% in year 2003. Community-based tourism enterprisesand tourism-related establishments have also grown, as hastourist arrivals, which increased by 56% from 4,161 in 2006.

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Mayor Joselito Y. [email protected]: (036) 6580018

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Mayor Joel Ray L. [email protected]: (082) 2720741



Alaminos City, PangasinanBright Child Program

In Alaminos, Pangasinan, the LGU implemented the Bright Child Programwhich was designed to support the physical and intellectual growth ofchildren from birth to graduation in college. A major component of theprogram is the supplemental feeding program which aims to eliminatemalnutrition, one of the leading causes of low scholastic performance,absences and high drop out rates among pupils. The program aims toreduce the malnutrition rate by at least 5% yearly among children sothat there are no more malnourished children in the city by 2013. Withthe assistance of the City Agriculture Office, households plant vegetablesand raise animals, which the city government then purchases. The feedingprogram also increased economic activity in the city, particularly inraising the income of the farmers because their produce are ingredientsin the nutritious meals. The parents and teachers prepare the nutritiousmeals, which are served three times a week. Because of the program,Alaminos no longer holds the dishonor of being number one inmalnutrition in Region I. The city government is also implementing ascholarship program for poor but deserving college students. It hasestablished 14 computer laboratories, provided internet connectivity in43 schools, and is implementing a sports program for the students. In2012, the LGU will broaden the feeding program to include high schoolstudents.

Batangas CitySWM Enterprise through LGU-CooperativePartnership

The experience of Barangay San Jose Sico residents inBatangas shows that cooperative efforts go a long waytowards improving people’s lives. When the City Governmentof Batangas relocated the city dumpsite within the barangayin December 2000, it helped organize 13 residents into theSan Jose Sico Sorters Association, which sorted garbageand collected recyclables. Eventually, the Office of the CityVeterinary and Agricultural Services (OCVAS) helped thesorters and community leaders form the San Jose Sico LandfillMultipurpose Cooperative with 29 female and 26 malemembers and with a paid-up capital of PhP84,600.00. Aftertwo years of learning the ropes, the Board of Directors andofficers of the cooperative took over the management ofthe cooperative from the LGU. Operations expanded fromscavenging to direct buying of recyclables. With financialassistance from the Department of Labor and Employmentand the City LGU, the cooperative has branched out intohollow block making. The cooperative now also offers creditand loan services to its members. To date it has 187 memberswith a paid-up capital of PhP428,000.00 and PhP3 millionin assets, indicating that indeed there is money in garbage.

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Mayor Hernani A. [email protected]: (075) 5527109

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[email protected]. (043) 7231511Fax. (043) 7231558


Tagum CityWatershed, River Management, Livelihood and DisasterRisk Reduction

The Tagum City LGU addressed several problems—i.e. flooding, forestdenudation, eroded accretion zone, siltation and people living in dangerzones— through a multi-dimensional program dubbed the Watershed, RiverManagement, Livelihood and Disaster Risk Reduction. The project involvesthe management of the upland, lowland and coastal environments. It involvessustainable reforestation, urban greening, Hijo River accretion reforestationand livelihood development through Inter-Cropping Farming System,dredging and re-channeling of the river, mangrove rehabilitation andreforestation and desiltation of the river mouths. To ensure the successfulimplementation of the program, the LGU consulted and elicited theparticipation and cooperation of the affected families in the design,implementation and monitoring of the program. It also partnered with theprivate sector, the academe, other government institutions, religious sector,military and the police. The denuded hills along the Hijo River AccretionZone, mangroves along the coastal area and hills in the urban and lowlandareas were replanted with various tree species. This regenerated andrehabilitated the ecosystem in the upland, lowland and coastal areas. Asa result, flooding along the Hijo River has been totally eradicated, and288 families have been relocated away from high-risk areas to saferenvironments. Family incomes have also risen by as much as 135% becauseof the livelihood projects.

Lavezares, Northern SamarIntegrated Eco Farm

A 4.6 hectare garbage dumpsite was transformed byLavezares LGU into what is now an Integrated Eco Farm thatproduces organic fertilizer through vermicomposting. Today,the Eco Farm is a model of integrated services and programs.It has a housing project whose beneficiaries were familiesdisplaced by typhoons, and are the ones who manage theMaterials Recovery Facility and Vermicomposting Facility.Together with other farmers, these families produce hollow-blocks made up of pulverized non-biodegradable wastesand vermicasts from biodegradable wastes that help fertilizebarren and unproductive lots. The Eco Farm is also a trainingfacility for farmers. The organic farms that were establishedas a result of the Eco Farm now supply organic vegetablesin the local market. Through its livestock and poultryproduction and dispersal program, the Eco Farm also suppliesthe demand for nutritious meat and poultry products in themarket. Almost nothing is wasted as the manures of theseanimals are used in enriching the vermicompost. Local officialsfrom three nearby municipalities have paid a visit to learnhow the ecofarm operates.


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Mayor Rey T. [email protected]: (084) 2181957

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Mayor Quintin B. [email protected]


2011 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

NERIC ACOSTA, Ph. D. is an experienced legislator, aneducator, an ardent advocate of the environment, and aninternational scholar. He is Presidential Advi-ser for Environmental Protection and concurrently head ofthe Laguna Lake Development Authority. He is SecretaryGeneral of the Council of Asian Liberals and Democrats(CALD) and Vice-President for International Affairs of theLiberal Party of the Philippines. Dr. Acosta was named thefirst 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.

VICTOR GERARDO BULATAO represents agrarian reformbeneficiaries and serves as an Independent Director in theBoard of the Land Bank of the Philippines, the leading lenderto local government units, as well as small farmers and fishers. He continues to be active in NGOs pursuing participatorylocal governance in 200 rural barangays. In the 1970s Mr.Bulatao worked with the Federation of Free Farmers andthe Association of Major Religious Superiors of Men in thePhilippines. In the 1980s and 1990s he served in theDepartment of Agrarian Reform in various capacities, thelast as Undersecretary for Field Operations and SupportServices. He has a Master of Public Administration degreefrom the Harvard Kennedy School.

MA. NIEVES CONFESOR presently teaches at the AsianInstitute of Management, with special research and trainingfocus on general management, public policy developmentand analysis, leadership development, strategic negotiationsand conflict management, labor-management relations,human resources development and general management.She had served as Secretary of Labor and Employment, aswell as consultant/ trustee to various companies, educationalinstitutions, and multi-lateral organizations. She has alsoserved as Chairperson of the Government Panel negotiatingwith the CPP-NDF-NPA. She is also Executive Director of theAIM-TeaM Energy Center for Bridging Leadership, a researchand training center for leadership development at the AIM.She currently serves as Chairperson of the Galing PookFoundation as well as the Kaunlaran ng ManggagawangPilipino, Inc., both NGOs.

RAFAEL L. COSCOLLUELA, immediate past Chairman ofGaling Pook Foundation and National Selection CommitteeChairman for 2011, recently served as Administrator of theSugar Regulatory Administration, Vice Chairman of theNational Biofuel Board and Chairman of the Philippine SugarCorporation. Prior to that, he was Presidential Adviser onCooperatives and Presidential Adviser for Western Visayasafter serving as Governor of Negros Occidental for threeconsecutive terms, during which time the province garneredtwo Galing Pook Awards. He is currently a member of theBoard of Trustees of Synergeia Foundation and also servesas President of the Philippine Biodiversity ConservationFoundation.

MA. LOURDES FERNANDO is currently the Vice-Chairpersonof the Galing Pook Foundation. She served as an award-winning Mayor of Marikina City from July 2001 to June2010. Under her leadership, Marikina City was judged asone of the most competitive metropolitan cities in thePhilippines. She is also a Founding Chair of the Alliance forHealthy Cities.

JAIME GALVEZ TAN has the rare combination of the followingexpertise: solid grassroots community work in far flungdoctorless rural areas; national and international healthplanning and programming; a faculty of colleges of medicineand health sciences; clinical practice combining North Americanand European medicine with Asian and Filipino traditionalmedicine; national health policy development, national healthfield operations management, private sector health businessdevelopment, research management and local governmenthealth development. He has worked with NGOs, internationaldevelopment agencies, the academe and governmentagencies. He is currently a Professor of the University of thePhilippines College of Medicine and the President of HealthFutures Foundation, Inc.

JOSE RENE GAYO, DBA is the Executive Director of the MFIFarm Business Institute and President of the Foundations forPeople Development. He was the Executive Director of PAREFSouthridge School in Alabang and was the Founding Deanof the School of Management, University of Asia and thePacific. His academic interests include agricultural and ruraldevelopment, agribusiness, management of NGOs, andenvironmental issues.


KENNETH HARTIGAN-GO, MD is a member of the WorldHealth Organization Advisory Committee on Safety ofMedicinal Products and Global Advisory Committee onVaccine Safety, a consultant to the EU- FP7 MonitoringMedicines and member of the Health Policy SteeringCommittee of NUS Initiative to Improve Health in Asia (NIHA).In June 2010, he joined AIM as core faculty at the Center forDevelopment Management and in September, appointedExecutive Director of the Dr. Stephen Zuellig Center for AsianBusiness Transformation. A member of the Board of Regentsof the Philippine College of Physicians, he is currently thepresident of the Philippine Society of Experimental andClinical Pharmacology. His consultancy work with multilateralagencies in different Asian countries, including leadershippositions in various medical organizations and government(Department of Health, PhilHealth, Department of Scienceand Technology, Congressional Commission) provides uniquehealth systems perspective.

ELISEA "Bebet" G. GOZUN is the Presidential Assistant II forClimate Change. She also serves as a member of the ManilaBay Advisory Committee providing support to the SupremeCourt in implementing the continuing mandamus for the ManilaBay clean up. She served as Secretary of the Departmentof Environment and Natural Resources from December 2002to September 2004. Before rejoining the government, shechaired and was President of the Earth Day NetworkPhilippines, a movement which aims to make caring for motherearth the concern of all. She was also the Program Directorfor the environment of Gawad Kalinga and the ProjectDirector of the City Development Strategy (CDS) project ofCities Alliance with League of Cities of the Philippines. Anactivist involved with many NGOs, she also served asconsultant on environmental management and urbandevelopment for many development agencies and was the2007 UNEP Champion of the Earth for Asia and the Pacific.

MILWIDA GUEVARA is the 2nd recipient of the Haydee YoracAward for Public Service. She is the President and CEO ofSynergeia Foundation with a mission to provide every Filipinochild with access to quality basic education. She built a careerin Public Finance and served as Career Undersecretary ofFinance under President Ramos. She also served as Chair ofthe Movement for Good Governance from 2007 to 2010and Chair of the Galing Pook Foundation from 2003 to 2007.

TINA MONZON-PALMA is the Program Director of ABS-CBN Sagip Kapamilya and Bantay Bata 163, co-anchor ofThe World Tonight over the ABS-CBN News Channel (ANC),and host of Talkback aired at ANC. Ms. Monzon-Palma is a

board member of the Philippine Center for InvestigativeJournalism and Center for Media Freedom and Responsibility.

EMMA PORIO is Professor of Sociology and chairman ofthe Department of Sociology and Anthropology, School ofSocial Sciences of the Ateneo de Manila University. She sitson the Executive Council of the International SociologicalAssociation (Madrid, Spain), Board of Directors of the GlobalDevelopment Network (Washington D.C.), as well as editsthe Philippine Sociological Review (Journal-on-Line). Dr. Poriohas done extensive research as well as published widely ondevelopment issues related to urban governance, children,women, housing, poverty and climate change.

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 areas of competence includelocal governance and capability building, strategicmanagement, institutional development, participatoryassessment, poverty reduction, and community-based resourcemanagement, among many others.

MARION MACEDA VILLANUEVA is currently the CanadianField Director of CIDA’s 8-year Local Governance SupportProgram for Local Economic Development (LGSP-LED), whichassists clusters of local governments to grow their economies.Over the past decade, Marion has played senior roles in themanagement of the Canadian International DevelopmentAgency’s (CIDA) programming in the Philippines. She has in-depth knowledge of institutional development and publicpolicy issues related to governance reform, decentralizationand more recently in complex post-conflict regions which isfurther enhanced by her educational, personal andprofessional experiences. Marion also has extensive programmanagement experience in NGO capacity development,participatory rural development and communityempowerment.

VERONICA FENIX-VILLAVICENCIO has devoted most of herworking years with social development organizations - asprogram developer, manager, writer and evaluator,particularly in the areas of biodiversity conservation andcommunity resources management, gender and development,and community mobilization for poverty reduction. She hasserved as Executive Director of the Peace and EquityFoundation. She is a member of Pilipina and of InciteGov,which both embody her ideal of social change throughpeople’s empowerment.


Board ofBoard ofBoard ofBoard ofBoard of T T T T TrusteesrusteesrusteesrusteesrusteesMa. Nieves R. Confesor Chairperson. Executive Director, AIM-TeaMEnergy Center for Bridging Leadership.

Ma. Lourdes C. Fernando Vice-Chairperson. Former Mayor, MarikinaCity.

Austere A. Panadero Corporate Secretary. Undersecretary for LocalGovernment, Department of the Interior and Local Government.

Alex B. Brillantes, Jr. Treasurer. Professor, National College ofPublic Administration and Governance, University of the PhilippinesDiliman.

Yasmin Busran-Lao Trustee. Founding Chairperson, Nisa Ul-Haqq FiBangsamoro (Women for Truth and Justice in the Bangsamoro).

Karen Davila Trustee. News Anchor and Correspondent, ABS-CBNBroadcasting Corporation.

Ma. Josefina M. dela Cruz Trustee. Postmaster General and CEO,Philippine Postal Corporation.

Jaime Galvez Tan Trustee. President, Health Futures Foundation.

Cielito F. Habito Trustee. Director, Ateneo Center for EconomicResearch and Development.

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

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

Galing Pook Foundation25 Mahusay cor. Malinis StreetsUP Village, Diliman, Quezon City1101 PhilippinesTel. Nos. (+632) 4334731 to 32

(+632) 9264136www.galingpook.org

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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 namanSapat 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

galing pook 2011 • 1galingpook.org/wp-content/uploads/2020/05/2011galingpook...20 community-based...

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