galing pook foundation

Galing Pook 2010 • 1

2 • Galing Pook 2010

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ContentsContentsContentsContentsContents

Artwork on Cover is a mural by Boy Dominguez that was commissioned by GPF •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 Emerging Potent Partners in National Development4 Aiming for Transparency and Inclusiveness5 Looking for Developmental Partnerships5 Recognizing LGU Contributions6 Citizen’s Query: Participatory Governance Municipality of Bingawan, Iloilo8 Awarding Model Communities Municipality of Cagwait, Surigao del Sur10 Fighting Poverty through People Empowerment Municipality of Dumingag, Zamboanga del Sur12 Strategic Innovations for Government Hospitals Misamis Oriental14 Green City Program Pasig City16 Barangay Emergency Response Barangay San Antonio, Pasig City18 Neighborhood Environmental Management Municipality of Sta. Cruz, Laguna20 Good Health through Good Governance Surigao del Sur22 Beyond Free Funeral Services Barangay Tangos, Baliwag, Bulacan24 Hi-Green Program Zamboanga del Norte26 2010 Galing Pook Awards Finalists28 2010 National Selection Committee30 Galing Pook Foundation Board of Trustees and Secretariat31 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 240 programs from at least158 local government units have already wonrecognition. The Galing Pook winners are chosen eachyear 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.

LOCAL GOVERNMENT ACADEMY

PPPPPararararartnerstnerstnerstnerstnersFORDFOUNDATION


I would like to laud the 2010 Galing Pook awardees fortheir outstanding achievements as well as the Galing PookFoundation for their continued zeal and vigor in recognizing

the exemplary performances and programs of model localgovernment units throughout the country.

For years, the Foundation continues to motivate and bringout the best in LGUs. It showcases the capacities of LGUs tobring development in their localities which can be replicatedby other LGUs.

The winners of the Galing Pook Awards this year is a clearmanifestation that local governments are capable ofintroducing innovations and best practices in governance.

A remarkable feature of this year’s GPA is the selection ofeight programs from 10 LGUs in the Autonomous Region inMuslim Mindanao (ARMM) as winners on watersheddevelopment, health program, and solid waste managementamong others.

This only goes to show that LGUs are full of potentials andcan be potent partners of the national government in thepursuit of progress and development.

We hope that through the GP awards, we will be able tocontinuously inspire other LGUs to come up with more feasiblepolicies and programs that will redound to the benefit of thepeople.

To the awardees, may your shining example inspire otherLGUs to emulate your best practices, even as I urge you tocontinuously come up with worthwhile programs and projectsto help steer our country into greater heights of development.Mabuhay!

Emerging PEmerging PEmerging PEmerging PEmerging Potent Potent Potent Potent Potent Pararararartners in National Devtners in National Devtners in National Devtners in National Devtners in National Developmentelopmentelopmentelopmentelopment

Jesse M. RobredoSecretary

Department of the Interior and Local Government

Rafael L. CoscolluelaChairperson

Galing Pook Foundation

Seventeen years and 249 awardees later, one mightfind it difficult to fathom that there are still good localgovernance practices unique enough to be worthy of

special recognition. In truth, it has become more challengingevery year to sift through the many entries to find newgems of innovation which best exemplify Galing Pook’sgovernance criteria.

Our harvest of awardees this year, happily, shows muchinnovation and excellence among the ranks of localgovernments.

As you read through the profiles of our winners for 2010,you will note that most of them have engaged their constituentsin successful multi-sectoral partnerships as a means ofaddressing specific challenges. We have an awardee whichmakes transparency and accountability something that thepeople can exact from their local government periodicallyand systematically. We have awardees which successfullyimplement programs in new ways to alleviate poverty, toprovide timely assistance to bereaved families, to delivermuch needed medical and emergency services, to arrestenvironmental degradation and even to extend assistanceto other LGUs, citizens and entities.

While we always say that our hopes reside in enlightenedlocal governments, we see from our 2010 awardees thattheir approaches to governance embody the very principlesbeing espoused by the new administration—aiming fortransparency, accountability, inclusiveness, and empowerment.We are optimistic that with this similarity in approaches, thecombination of good local governance and enabling nationalgovernment will provide the needed impetus to move ourcountry forward.

To our 2010 Galing Pook awardees, congratulations andmabuhay!

Aiming fAiming fAiming fAiming fAiming for Tor Tor Tor Tor Transparency and Inclusivransparency and Inclusivransparency and Inclusivransparency and Inclusivransparency and Inclusivenessenessenessenesseness


Looking f Looking f Looking f Looking f Looking for Devor Devor Devor Devor Developmental Pelopmental Pelopmental Pelopmental Pelopmental Pararararartnershipstnershipstnershipstnershipstnerships

RRRRRecoecoecoecoecognizing LGU Contribgnizing LGU Contribgnizing LGU Contribgnizing LGU Contribgnizing LGU Contributionsutionsutionsutionsutions

On behalf of the Development Bank of the Philippines,congratulations to the winners of the 2010 GalingPook Awards! These exceptional local governance

programs demonstrate how extraordinary strides continue tobe achieved in local administration, local economicdevelopment, and fiscal management, among others. Theseinitiatives are a clear manifestation that innovation andexcellence in the delivery of social services at the local levelare both attainable and sustainable.

DBP has always recognized the LGU sector as a pillar ofsustainable development. This is why the Bank has partneredwith the sector in a broad range of developmental initiatives— from fast-tracking the delivery of social services such ashousing, education, livelihood, and health care, to buildinglocal infrastructure and logistics systems to boost localeconomies.

DBP has also partnered with LGUs for environmentalmanagement, and to provide power and water services. TheBank has helped provide communities with affordable andreliable energy services. To promote environmentalprotection, DBP also financed new and renewable energyprojects, industrial pollution prevention and reduction projects,

and clean alternative fuels. The Bank also worked with LGUsfor solid waste management, sanitary landfill, materialsrecovery facilities, composting facilities, and waste collection.

DBP looks forward to developmental partnerships with morelocal leaders... to implement projects that can continue tobestow positive socio-economic impact and opportunities tomore communities nationwide. Together, DBP and the LGUsector can bring more efficient and responsive service to theFilipino people, raising the bar of local governance to higherlevels… and setting an exemplary standard of service qualityfor the public sector.

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

Congratulations to all the winners in the Galing Pook2010 particularly the local government units (LGUs)located in far-flung areas where implementation of

government initiatives is even more challenging owing totheir limited access to resources and logistics.

As the award-giving program continues, we are pleased todiscover more innovative programs being introduced andimplemented by LGUs that empower and solidify the peoplein their communities who take ownership of the programsthereby ensuring their success and sustainability.

LGUs assume an important task of building a healthy andstrong local economy. It is only fitting that we recognize theirefforts and contributions especially in creating opportunitiesfor livelihood and employment, and in maintaining peaceand order as it redounds to the welfare of the nation atlarge. This is the reason why the LGUs remain among the listof priority sectors of LANDBANK.

May you all continue to strive for excellence in governanceand leave a lasting imprint to the lives of people you serveeven far beyond your administration.

Gilda E. PicoPresident and CEO

Land Bank of the Philippines


Municipality of Bingawan, IloiloMunicipality of Bingawan, IloiloMunicipality of Bingawan, IloiloMunicipality of Bingawan, IloiloMunicipality of Bingawan, IloiloCitizenCitizenCitizenCitizenCitizen’’’’’s Quers Quers Quers Quers Query: Py: Py: Py: Py: Parararararticipatorticipatorticipatorticipatorticipatory Goy Goy Goy Goy Govvvvvernanceernanceernanceernanceernance

The only time that citizens canclaim absolute power over

politicians is when they cast theirvotes. Often, they have no voice indrafting development programsonce the officials have been electedinto office.

But in the Municipality of Bingawan,Iloilo, the citizens have beenempowered to influence theactions undertaken by their electedofficials and help chart theircommunity’s socio-economic deve-lopment through the program“Pamangkutanon sang Banwa:Kwentahan hindi Kwentohan” orCitizens’ Query: Accountability, notLip Service. The program began in2004 as a multi-sectoral mechanismthat institutionalizes the activeparticipation of communitymembers in local governance.Basically, it entails the periodicconduct of municipal assemblieswhere citizens can raise issues andconcerns, and forward recom-mendations on the delivery of basicservices as well as criticize theperformance of elected officials.

The program begins when theelection period kicks off and aCandidates’ Forum is held. Duringthis forum, the vying candidates arerequired to sign a PerformanceEvaluation Covenant in which theyagree to subject themselves to aperformance evaluation sessionknown as Pamangkutanon sangBanwa (PsB) or Citizens’ Queryonce they are elected into office.The PsB is conducted every secondMonday of February and Julyeach year.

During the PsB, the public is giventhe opportunity to raise relevantgovernance questions, clarificationsand recommendations on govern-ment projects, delivery of basicservices, and what the politicianspromised during the electioncampaign period. Among thoserequired to attend are 3rd and 4th

year high school students becausePsB is part of their Social Studiesclass. Officers of the StudentGovernment Organizations both inelementary and high school arealso invited to attend as part oftheir training as student leaders.

As many as 2,000 participants joinin the three-hour session but thequestion and answer process is wellorganized. The questions arewritten on paper and placed intodrop boxes which are passedthrough a screening committeebefore these are read by panelists.The elected officials and LGU

department heads then take turnsin answering the questions. All theunread questions are later turnedover to the Drafting andConsolidation Committee forappropriate action.

Through this feedback and feedforwarding mechanism, the peopleof Bingawan are assured that theirconcerns are addressed promptlyand concretely. More importantly,this performance-based system ofgovernance has kept the politicianstruly beholden to the people.

In effect, the LGU hasinstitutionalized an effectiveparticipatory governance mecha-nism and also exposed its officersand personnel to public scrutiny. Thismechanism has helped the LGUidentify which projects need to beprioritized. In turn, this mechanismhas elicited the cooperation of thecitizens as can be gleaned from the


municipality’s increasing taxrevenue collection. Among theapparent priority projects of theLGU were the the construction andrehabilitation of Small FarmReservoirs and the establishment ofday care facilities. The people alsorequested the building of a HealthCenter and the procurement of aTravelling Rice Mill.

The success of the project isattributed to the LGU’s healthyworking relationship with existingcivil society organizations whichnow comprise the members of thePsB screening, panel and othercommittees. Together with theseCSOs, the LGU institutionalized andpermanently established theprogram through the passage ofMunicipal Ordinance No. 4 Seriesof 2004.

Other organizations, such as theParish Pastoral Council forResponsible Voting (PPCRV), inpartnership with other stakeholdersin the municipality, wereinstrumental in raising the electoralawareness of the barangays.Bingawan counts the women andthe youth among its crucial partnersin this project, and considers themunicipal and barangaydevelopment councils as thelynchpins that enable all thestakeholders to act in concert.

Because of its innovation, the PsBprogram won a one million projectgrant from the United StatesAgency for InternationalDevelopment (USAID) under theTransparent and AccountableGovernance (TAG) Project whichis being implemented by The AsiaFoundation.

Today, the program has beenreplicated in all the fourteenbarangays of Bingawan, each with

Mayor Matt P. PalabricaTel No. (033)396-3175Fax No. (033)535-5020Email: [email protected]

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During theCitizens’ Query

sessions, the publicis given

the opportunity toraise relevant

governance questions,clarifications andrecommendations

on governmentprojects,

delivery of basicservices,

and what thepoliticians promisedduring the electioncampaign period.

their own program titles. The LocalChief Executives of othermunicipalities (such as Tapaz inCapiz, Banate in Iloilo andTangalan in Aklan) have invitedBingawan to present the programto their respective MunicipalCouncils. Meanwhile, the LGU ofKapangan, Benguet in partnershipwith Shountog Foundation had anexposure visit to Bingawan in June10, 2008 to study possiblereplication. The PsB program wasone of the programs presentedduring the YC3 or Young CitizensCyber Conference that wassimultaneously held in Manila andDavao on October 8, 2009 and inCambodia, Indonesia, Mongolia,Philippines and Thailand onOctober 20, 2009. YC3 is ameeting of young citizen’s ideasand initiatives on socialaccountability.

The people of Bingawan areconfident that the LGUs which aretruly intent on improving gover-nance policies and addressing theneeds of their constituents will beable to replicate this program.


Municipality of Cagwait, Surigao del SurMunicipality of Cagwait, Surigao del SurMunicipality of Cagwait, Surigao del SurMunicipality of Cagwait, Surigao del SurMunicipality of Cagwait, Surigao del SurAwarding Model CommunitiesAwarding Model CommunitiesAwarding Model CommunitiesAwarding Model CommunitiesAwarding Model Communities

Awarding positive or goodbehaviour tends to reinforce

that particular behaviour. This wasestablished by renownedpsychologist, B. F. Skinner.

It seems that the LGU of theMunicipality of Cagwait is alsoaware of this because it came outwith an awards program—i.e.Cagwait’s Best Program—tomotivate the pursuit of excellencein local governance among itsconstituents. In particular, the LGUprovides awards for the model

home, barangay or purok andschool that manages to earn thehighest assessment points in severalareas, namely, clean and green/beautification, solid wastemanagement, community involve-ment, peace and order, education,health, nutrition and sanitation,food production, l ivelihoodinitiatives and tourism development.

Initiated in 2008, the LGUinstitutionalized the awardsprogram by providing a yearlyallocation. The contest is a municipal

wide search which involves 19,899residents, 73 puroks, 11 barangaysand 14 elementary schools. As withother contests, the localimplementers were barred fromjoining.

The contestants go through arigorous screening processconducted by a site assessmentteam and technical workingcommittees. The MunicipalTechnical Working Group(MTWG), Municipal AssessmentTeam (MAT) and Municipal Awards


Committee (MAC) are composed ofrepresentatives from variousschools, government offices andthe private sector. Meanwhile, theBarangay Assessment Teams (BAT)and Purok Assessment Teams (PAT)are composed of BarangayCouncilors, Health Workers,Teachers, Purok Presidents andPrivate Sector Representatives.

The award categories are dividedinto the Municipal, Barangay andPurok Level Contests. The consistentwinners or those who won in threeconsecutive years in the purok andbarangay level are inducted intothe Hall of Fame Awards so thatothers can also vie for the awards.The awarding ceremony is held onthe 20th day of January or duringthe Araw ng Cagwait Celebration.

Awards for Model Home Categoryin the Purok and Barangay LevelContest are in the form of cash, ofwhich 50% is solicited from thefunds of the respective barangayand 50% is shouldered by theMunicipal Government. In theMunicipal Level Contest, the awardsare in the form of Project Funds(except for the Model HomeCategory) which are obtained fromthe Municipal Government and areonly released upon the awardees’submission of the required ProjectProposal.

The first prize awardees from theModel Home Category and ModelPurok Category at the BarangayLevel are treated as official entriesfor the Municipal Level contest. TheModel School and ModelBarangay Category awardees aredirectly evaluated and identifiedby the MAT.

Meanwhile, the MAC consolidatesits assessment findings using the

comparative level sheet of all thenominees. It then declares theindividual awardees for eachcomponent and the barangaynominee with the highest overallscore in all the award categoriesbecomes the “Model BarangayGovernment” for the year.

Cagwait’s Best Programencouraged solidarity, support andcooperation among the communitymembers. It also enhanced thepeople’s awareness about themunicipality’s developmentprogram.

As expected, communityparticipation and performanceimproved over time. Moreimportantly, the problems andissues concerning clean and green/beautification, solid wastemanagement, community involve-ment, education, health, nutritionand sanitation, food production,livelihood initiatives and area andcommunity administration, mobili-zation and development wereidentified and addressed by theLGU and the community as a whole.

For instance, the implementation ofsolid waste management hasimproved with five of the 11barangays establishing their ownMaterial Recovery Facilities (MRF).Cagwait’s streets are nownoticeably cleaner. Moreover,barangay health stations nowregularly conduct immunization,mass feeding, vitamin supple-mentation and medicine provision,and monitoring of children’s weight.Membership in PhilHealth has alsoincreased from 300 households in2007 to over 3,000 beneficiariesin 2010.

Because of this program, one of the11 barangays (i.e. Barangay

Tawagan) was recognized andawarded in 2009 as CaragaRegion’s Best Barangay on GoodHealth Practices under the RuralAreas Category and was awardeda cash prize of PhP150,000.00.Barangay Tawagan is now widelyknown as the only Barangay whichhas sanitary toilets in all households.Meanwhile, the Municipality ofCagwait won second place in the2009 Gawad Probinsiya saKAPALIGIRAN Program (Kaunlaranng mga Pamahalaang Lokal saKalinisan at Kapaligirang Luntian)of the Department of the Interiorand Local Government during theAraw ng Surigao del Sur in June2009.

Cagwait has shown that with thecorrect incentives, and by elicitingthe participation of other sectors,community development canproceed at a harmonious andrewarding pace—a feat that caneasily be replicated by other localgovernments.

Cagwait has shownthat with the correct

incentives, and byeliciting the

participation of othersectors, communitydevelopment can

proceed at aharmonious and

rewarding pace—afeat that can easily be

replicated by otherlocal governments.

Mayor Bonifacio G. OndonaEmail: [email protected]

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Municipality of Dumingag, Zamboanga del SurMunicipality of Dumingag, Zamboanga del SurMunicipality of Dumingag, Zamboanga del SurMunicipality of Dumingag, Zamboanga del SurMunicipality of Dumingag, Zamboanga del SurFighting PFighting PFighting PFighting PFighting Pooooovvvvvererererery through Py through Py through Py through Py through People Empoeople Empoeople Empoeople Empoeople Empowwwwwermentermentermentermenterment

In rural communities, poverty is thenorm rather than the exception.

In the Municipality of Dumingag, alocal survey showed that 90% ofits population earn only PhP3,000a month, which is way below thepoverty threshold of PhP13,000for a family of six in the ruralareas. Yet the municipality is richin fertile but idle farmlands.Apparently, the LGU lacked aprogram that could boost the localagricultural economy.

To develop a program, the Mayorand his staff visited and consultedwith all the barangays, evenstaying overnight in some areas toreally get a feel of the people’ssentiments and aspirations. Fromthese consultations, the LGU cameup with its general program ofgovernment—the GenuinePeople’s Agenda (GPA). Thisprogram started in 2007 andaimed to improve the livingconditions and quality of life of thepeople through capacitydevelopment in organic farmingand sustainable agriculture. Thisprogram also promotes thecultivation of farm products withhigh income potential. These high-value products include abaca,rubber, falcata, and cassava.

Armed with the GPA, the LGUconducted an intensive informationand education campaign andcontinued immersing into thebarangays. It organized thecommunities and negotiated withdifferent government agencies andagribusiness firms to establishmarket linkages between the

farmers and the buyers. With theseactivities, the LGU earned thepeople’s trust and elicited theirsupport in pursuing the imple-mentation of their developmentagenda.

Subsequently, the LGU deployedLivelihood Development Coor-dinators (LDC) to the variousbarangays to implement andmonitor the program. The peoplereadily warmed to the LDCs andparticipated in the capability-building trainings. The LGU alsoorganized teams of barangayfocal persons for the differentagricultural programs—i.e. organicfarming, cash crop cultivation, inlandfishery, and poultry raising.Barangay councilors weredesignated as focal persons for aparticular agriculture program intheir respective barangays. Thefocal persons and the LDCs wereresponsible in ensuring the capacitydevelopment of the barangay folk.This mentoring mechanism broughtthe Dumingag LGU closer to thepeople. More importantly, itequipped the people with theappropriate knowledge, skills,attitudes and tools. Eventuallymore people began plantingorganic staple crops, cash crops,and also engaged in handicrafts.

The improvements are now evidentafter only three years. Back in2007, there were less than 10organic farming practitioners inDumingag. Today, there arealready around 400 organicfarming practitioners with their owncooperatives. Three years ago,

only around five hectares wereplanted with abaca. By 2010, thereare already around 460 hectaresof abaca farmed by 200 farmersin the upland barangays ofDumingag. A hectare of fully-planted abaca farm has an incomepotential of PhP50,000 per sixmonths. Of the 200 abaca farmers,more than 90% are smallholdersowning less than two hectares ofabaca farmland. Compared beforethe program, the local abacaindustry is flourishing. The highdemand for abaca products alsocompelled the LGU to increase itshandicraft workforce from four to60 women.

In 2007, there were only less than10 hectares of rubber farms inDumingag. Today, there arealready around 1,100 hectares ofrubber farms mostly owned bysmallholders. This hectarage ofrubber can already supply threerubber processing plants. If ahectare of rubber could generatearound PhP50,000 monthly for thelandowner and another PhP50,000monthly for the rubber tapper,these rubber farms have thepotential of substantially raising theincome of Dumingag’s rubber farmlandowners and rubber treetappers. More people are foreseento also gain employment andbetter incomes once factories arebuilt to process the rubber latex inDumingag.

Falcata farms have also increasedfrom less than five hectares in 2007to more than 200 hectares in 2010.While there used to be only 350


Mayor Nacianceno M. Pacalioga, Jr.Tel No. (062) 211-2643Email: [email protected]

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hectares of cassava farms, thereare now more than 2,000 hectaresof cassava farms. A hectare offalcata plantation has an incomepotential of PhP4 million/hectare/harvest for the farmer-landowner,while the cassava plantation has anincome potential of PhP100,000/hectare/annum for the farmer-landowner.

These developments in Dumingagindicate that the people respondedwarmly to the call for the adoptionof sustainable agriculture and arenow playing a key role in themarch towards local economicdevelopment.

A key element of the program wasthe aggressive drive of the LGU toensure people’s participation andempowerment. As mentionedearlier, the LGU personnel wereeager to immerse with, organizeand mobilize the 11 lowlandbarangays and 33 uplandbarangays towards implementing asustainable economic program.What is noteworthy is that all themunicipal councilors and the headsof offices of the LGU did not balkfrom going to the most far-flungbarangays in the mountainous partsof Dumingag. This extraordinaryimmersion effort of the localofficials moved the people toparticipate in implementing theGPA.

Another key ingredient was thedevelopment and establishment ofmarket linkages. The LGU was ableto negotiate a Memorandum ofAgreement (MOA) with severalfirms for the marketing of theagricultural produce. It was able tocreate market linkages with SanMiguel Corporation for cassava,Novawood Industries for falcata,and NewTech Pulp, Inc. for abaca.

The MOAs ensured that there wereready markets for the farmers’produce and sufficient agriculturalinputs for the firms’ factories. TheLGU also partnered with theprovincial and regional offices ofthe Fiber Industry DevelopmentAuthority (FIDA), Department ofAgriculture (DA), Department ofScience and Technology (DOST)and Department of Trade andIndustry (DTI) in the conduct ofagricultural skills training sessions.The LGU also tapped the assistanceof the Assisi DevelopmentFoundation, Inc. (ADFI), theSustainable Agriculture Center ofXavier University (SAC-XU), thePhilippine Agrarian ReformFoundation for NationalDevelopment (PARFund) and theJobs, Education and PeaceConsultants (JEP) for trainings onsustainable agriculture.

By investing in the people andharnessing their skills, the LGU hasnot only empowered the people toactively take part in shaping theirfuture, it has also managed topursue the economic development

By investing in thepeople and harnessingtheir skills, the LGU hasnot only empoweredthe people to activelytake part in shaping

their future, it has alsomanaged to pursue

the economicdevelopment of the

municipality.

of the municipality. The LGU ofDumingag is now also much closerto eradicating the problem ofpoverty. Other LGUs would do wellto emulate this collective process ofdeveloping and implementing adevelopment agenda.


Misamis OrientalMisamis OrientalMisamis OrientalMisamis OrientalMisamis Oriental Strate Strate Strate Strate Strategicgicgicgicgic

InnoInnoInnoInnoInnovvvvvations fations fations fations fations forororororGoGoGoGoGovvvvvernmenternmenternmenternmenternment

HospitalsHospitalsHospitalsHospitalsHospitals

Given a choice, most people would prefer to goto private hospitals rather than government

hospitals because, more often than not, governmenthospitals lack sufficient facilities, equipment and skilledpersonnel.

In Misamis Oriental, the government hospitals lackbeds and suffer from occupancy rates that exceeded85%. These hospitals also have problems incommunicating and transporting inter-facility patientreferrals, which often result in delays and inability ofthe receiving facility to accept the referral. And sincespecialist and subspecialist services are often onlyoffered in hospitals in the major cities such as Cagayande Oro City, Butuan City and Iligan City, patients inthe municipalities often have no or limited access tothese crucial services.

In most of the government-run hospitals in theprovince, the most pressing problem is the inadequacyof supplies and equipment. The governmentprocurement system is cumbersome and takes aboutthree months from the date of request for supplies tothe date of delivery. PhilHealth reimbursements whichcould be used to buy medical supplies are oftendelayed by six months or more. As a result, theRevolving Drug Fund becomes depleted and cannotcope with demand. And because of poor budgetmonitoring for medical supplies, the hospitals areoften unaware about available funds.

To address these problems, the provincial LGUcreated a Technical Working Group (TWG) toconduct assessment and consultative meetings andcome up with correct interventions to the differentchallenges faced by each hospital. It also gave its

Among the identified innovativestrategies included outsourcing

additional funds for facilitydevelopment, establishing

network connectivity to improvereferrals and communications,

tapping medical societies,introducing a consignment schemeand a pharmacy enterprise andestablishing logical work flows.


Governor Oscar S. MorenoTel No. 08822-729995/729884Email: [email protected]

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approval to the Provincial Health Office (PHO) tomake a Provincial Investment Plan for Health (PIPH)with technical assistance from the Department ofHealth.

Subsequently, the PHO called for a planning sessionwhich was participated in by the Chiefs of Hospitals,Municipal Health Officers, DOH representatives,Municipal Planning Officers, Municipal Budget Officersand NGOs. These planning sessions led to the craftingof the Municipal Investment Plan for Health (MIPH)which is the basic document for the PIPH. Thisdocument was then presented to the Joint AppraisalCommittee composed of different funding agenciesduring the assessment of provincial plans in September11, 2009. The document received a grade of A whichmeant that financial support from the funding agencieswould be provided to the provincial government forits health programs, projects and activities (PPAs).

Subsequently, the Provincial LGU introducedinnovative strategic reforms to address the identifiedgaps and improve government hospital services.Among the identified strategies included outsourcingadditional funds for facility development, establishingnetwork connectivity to improve referrals andcommunications, tapping medical societies, introducinga consignment scheme and a pharmacy enterpriseand establishing logical work flows.

With the funding support secured, the Provincial HealthOffice-Hospital Operations consulted and partneredwith other stakeholders of MisOrPH-Gingoog. Amongthose consulted were NGOs, government agencies,media and civic organizations who pledged theirsupport to the program. The support was manifestedin the sharing of resources among the partneragencies.

The Mobile Surgery Services Project, which began inJanuary 2010, provides surgical manpower to theprovincial-managed hospitals. The LGU has enteredinto a MOA with the Mindanao Consortium on SurgicalResidency Training Program, to be able to tap theexpertise of 31 multi-specialist staff from varioushospitals based in Cagayan de Oro City. Theagreement includes the deployment of completeoperating room staff if these are not available in theconcerned hospital. It also allowed the referral ofdifficult major surgery cases to any of the partner

private hospitals with no extra surgical fees chargedagainst the patient.

The LGU’s partnership with SMART Telecom led tothe internet connectivity between the hospitals inMisamis Oriental and the medical specialists based inCagayan de Oro City. This connectivity enabled on-line medical consultations, pre-operation screening ofsurgical patients as well as post-operation monitoringand the timely submission of medical reports.

With its Misamis Oriental Pharmacy Enterprise (MOPE),the provincial government improved the physical andfinancial accessibility of essential drugs and medicinescommonly dispensed to the public. This programemployed a consignment scheme under a MOA withinterested medical companies offering the lowestpossible prices. This program addressed the problemof delayed procurement by the General ServicesOffice.

Meanwhile, under the Laboratory tie-up scheme, thepartner company provides the expensive medicalmachinery and takes care of its maintenance. Thisarrangement ensures the uninterrupted and continuousdelivery of laboratory services.

Lastly, infrastructure development financing isprovided by DOH through its facility developmentbureau.

These innovations substantially addressed theidentified gaps and resulted in the acquisition of betterhospital facilities and motivated hospital personnel tooffer better services. Medical indicators show that withthe improved delivery of hospital services andfacilities, more people from Misamis Oriental are nowpatronizing the government-managed hospitals.


Pasig CityPasig CityPasig CityPasig CityPasig CityGreen City ProgramGreen City ProgramGreen City ProgramGreen City ProgramGreen City Program

Rapid economic growth often results in unplannedurbanization with its host of negative

consequences, such as the mushrooming of denselypacked communities with limited access to water andsanitation. As a result, cities like Pasig are oftenconfronted with problems of solid waste management,flooding, pollution, health problems andenvironmental degradation. If these problems are notaddressed, socio-economic development will not besustained and the poor will suffer the most.

With this realization, the Pasig City Governmentcrafted the Pasig Green City Program in 2007. Theprogram aims to transform Pasig into a progressivecity with clean air, safe water and a healthyenvironment where there are lush urban forest andgreen spaces and is populated by people who areecologically empowered. Under the project,environmental protection is fully integrated withcommunity development.

Among the program’s strategies is the enactment ofenvironmental ordinances and strict enforcement oflaws requiring all establishments to secure anEnvironmental Permit to Operate and to install anti-pollution devices.

The program also trained 500 Green Police Volunteersfrom the 30 barangays as enforcers and implementers

of the Pasig Green City Program. They are authorizedto apprehend violators of environmental laws andordinances.

The Pasig Green City Program also employs anintegrated, holistic and pro-active approach inaddressing air, odor, water, land, noise and visualpollution.

Since its implementation, the City Environment andNatural Resources Office (CENRO) has generated anincome of between PhP 8 to 16 million from industrialinspection fees, penalties from Anti-Smoke Belchingand voluntary emission testing fees. The income willbe used to supplement other sources of revenue forthe operations and maintenance of the Pasig GreenCity Program and for the implementation of otherenvironmental projects.

Under the program, the LGU was able to plant 22,000trees, which absorb carbon dioxide and air pollutants.The tree-planting activities have also heightenedpeople’s awareness on proper environmentalmanagement. And because of vegetable gardening,people now have access to organic vegetables andtraditional herbal remedies.

Today, all commercial and business establishments areincorporating environmental policies and greenmanagement principles. With the high number ofsmoke-belching vehicles apprehended by thedeputized Green Police, more people are nowconscious about conducting preventive maintenanceof their vehicles and are adopting cleanertechnologies. Pasig City has also been declared as arole model for intensified Smoke Belching monitoringand apprehension in the country. More importantly,the city’s air quality has been classified as one of thecleanest in Metro Manila.

The City Government took the lead in adopting cleanertechnologies by converting its government-ownedgasoline vehicles into LPG-powered vehicles towardscleaner air and sustainable urban transport. About


Mayor Robert C. EusebioTel No. (02) 642 8891Email: [email protected]

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81 government-owned vehicleswere converted to LPG which ismore fuel efficient and clean aircompliant. In this way, thegovernment served as a goodexample to its people.

Since 2008, about 15,800kilograms of recyclable wasteshave been recycled and a total ofPhP79,000 was raised. This amountwas apportioned equally to 10public schools.

From September 2007, about10,000 ecobags were distributedto all sectors in Pasig as part of theadvocacy to ban the use of plasticbags in the markets. The CityGovernment gave PhP 1 million insubsidies for the production of theecobags. This enabled the marketvendors to sell the bags at a lowerprice and helped them obtain analternative source of livelihood.

About 800 women have beentrained and employed as makersof water lily bags. This alternativelivelihood gave women theopportunity to increase theirearning and coping capacity. It alsohelped improve the water qualityof the city because water pollutionwas reduced.

As of 2008, there are 27 solar-powered lights that have beeninstalled in the streets of BarangayKapitolyo and within the Pasig CityHall compound. About 1,140incandescent bulbs were replacedwith Compact Florescent Lamps(CFL) as part of the Palit-IlawProject in the Mutya ng Pasig MegaMarket.

The success of the Green Cityprogram is largely attributed to itspromotion of people’s participationand empowerment. The LGU

ensured that the voice, aspirationand welfare of the people wereincorporated in the developmentand implementation of the program.

Moreover, the LGU implements itsenvironmental projects incooperation with variousstakeholders—the community,NGO/POs, the academe, thechurches, the barangays, thebusiness establishments, thetransport and other sectors. Forinstance, the Carbon SinkCampaign: Tree Growing activityis undertaken by the LGU inpartnerhip with the schools, businessestablishments, barangays,homeowners, and civic organi-zations. Meanwhile, in the IndustrialPollution Control project, theMultipartite Monitoring Teams arecomposed of affected stakeholderssuch as the homeowners, NGO/POs and barangay officials. Underthe GreenHeart Savers project, theschool children, teachers andparents are encouraged to bringrecyclable materials to school. Andin the Promotion of RenewableEnergies and Technologies, theACTO Transport group acts as

evaluator of technologies. The citygovernment also conductsMandatory Environmental Educa-tion Seminars in partnership withGreenheart Movement and theMetro Manila Anti-Smoke BelchingAssociation. The seminar is forjeepney drivers and operators.

The experience of Pasig Cityindicates that program sustai-nability can best be achieved if thestakeholders or beneficiaries takecenter stage in program planningand implementation. The programmust also contribute to theupliftment of the stakeholders. Andto sustain all the programcomponents, the LGU needs toenact ordinances.

To date, the LGUs of San Juan City,Marikina City, Quezon City, andCity of Manila have successfullyreplicated the Anti-Smoke Belchingoperation in their own localities.


Barangay San AntonioBarangay San AntonioBarangay San AntonioBarangay San AntonioBarangay San Antonio, P, P, P, P, Pasig Cityasig Cityasig Cityasig Cityasig CityBarangay Emergency ResponseBarangay Emergency ResponseBarangay Emergency ResponseBarangay Emergency ResponseBarangay Emergency Response

In general, most emergencies are efficientlymanaged if the first responders are well trained and

appropriately equipped to handle such situations. Butmost of the barangays cannot afford to organize oracquire sophisticated emergency rescue teams orequipment and often have to make do with whoeverand whatever is available at the moment until properrescue personnel arrive.

In the case of resource-rich Barangay San Antonio,however, a barangay rescue team has been in placesince 2000. Back then, the team was composed ofFire Rescue Personnel. In early 2008, the barangayleadership established its very own EmergencyResponse/Rescue Program which integrated the Fireand Medical Teams under the supervision of theBarangay Disaster Coordinating Council. Thebarangay can afford to do this because it has a mixedresidential-commercial area where the OrtigasBusiness District of Pasig City is located. It is the locationof about 39 high-end condominium residences and60 high rise buildings where more than 7,000commercial establishments operate. As a result, thebarangay’s real property tax collections alone aremore than sufficient to fund the establishment of asophisticated emergency response program.

And since the barangay is located along anearthquake fault, the 25,000 residents and the140,000 employees who are working in OrtigasCenter are highly at risk to earthquakes and theresulting fires. They are the ones who would benefitfrom the existence of an emergency responseprogram. At the very least, the program helps themprepare for all kinds of emergencies and assures themthat they can depend on a highly trained pool ofvolunteer emergency responders in times of crisis.

The most defining moments of the ER team were therescue of 12 victims of Typhoon Ondoy in Pasig, theevacuation of 300 families during the Fire RescueOperations in Barangay San Antonio and the rescueof 6 victims from the motor vehicle accident in BagongIlog in Pasig.


Punong Barangay Joselito P. dela MercedTel No. (02) 570-5737Email: [email protected]

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The Emergency Response Program delivers thefollowing services to its beneficiaries: First Aid, BasicLife Support, Medical Assistance for Events, AdvancedCardiac Life Support, as well as Flood, Earthquakeand Landslide Search and Rescue, among others.

From April 2008 to June 2010, about 415 residentsof Barangay San Antonio, 133 residents of nearbybarangays and 595 people passing through thebarangay have benefitted from the program. Theprogram has also responded to over 291 medicalemergencies, 182 cases of vehicular accidents, andover 35 fire incidents around the Metropolis, coveringthe same period.

The barangay ERP is a “living” system that changesand improves based on lessons learned. It hasmechanisms to include direct participation/consultationwith organizations and response agencies at all levelsto develop a sense of community ownership. Theprogram entails emergency response trainings forbarangay employees, community leaders and othergroups. It involves coordination with variousorganizations such as the Pasiguenas Organizationfor Women Empowerment and Recognition, Inc.(POWER); Antonio Village Homeowners Associationand Senior Citizens Association, Association of BuildingManagers, Ortigas Center Association, Inc. (OCAI),Pasig City Rescue Team, National DisasterCoordinating Council, and PHIVOLCS.

Regular meetings with Building Administrators, officersof OCAI, and Homeowners Association ensure thatthey are updated with new developments andinformation on services from the Barangay.

The Barangay San Antonio communications systemconsists of 2 hotlines with recorders which can beaccessed 24 hours, an alert panic button switch, and30 handheld radios that are enhanced by a repeatersystem based in Antipolo.

In early 2010, the Command Center (CC) was set upin the newly constructed Barangay Hall. The CCprovides real-time visibility as it operates 10strategically located, closed-circuit cameras. The TVscreens are monitored by eight personnel reportingin three shifts. Emergency and disaster situations suchas accidents, traffic and other serious incidents aremonitored by the CC, which also operates as thebarangay dispatch center for ambulances, fire trucks,and security vehicles. The CC provides highlypreventive mechanism for the surveillance andapprehension of criminals and for immediate andprompt response to calls for help.

In May 2010, the BSA Incident Command System (ICS)was established as another mechanism that providesan effective unified command and minimizes confusionduring times of massive disasters. It is a flexibleframework with a standardized set of structures foreveryone to work under. The ICS will be used forfires, evacuations, and multiple casualty incidents,planned events, and major natural hazards/disasterresponse. The ERT head will be the IncidentCommander who will have overall responsibility overthe incident or event.

The formulation and implementation of a strategicdisaster/emergency preparedness plan at thebarangay level ensures sustainability and replicationof the program. The Barangay San Antonio ERPmodel has been replicated through the organizationof emergency responder teams in Barangay Pinedaand Kapitolyo in Pasig, V. Luna Hospital, and theIntelligence Service of the Armed Forces of thePhilippines. The ERT of Barangay San Antonio hasalso been deployed to assist in rescue efforts in othermunicipalities and regions. There are now plans tohelp organize and train ERTs in every building locatedwithin the Barangay. This will ensure sustainability ofthe program.


Municipality of Sta. Cruz, LagunaMunicipality of Sta. Cruz, LagunaMunicipality of Sta. Cruz, LagunaMunicipality of Sta. Cruz, LagunaMunicipality of Sta. Cruz, LagunaNeighborhood Environmental ManagementNeighborhood Environmental ManagementNeighborhood Environmental ManagementNeighborhood Environmental ManagementNeighborhood Environmental Management

It may come as a surprise for theLGUs who are just now

implementing environmentalmanagement programs that thereare now a wealth of programswhich they can replicate and adaptto fit their own needs.

Among the successful programs arethose that were developed by theLGU of Sta. Cruz, Laguna. An earlyinvestor in environmentalmanagement programs, the LGUhas been reaping variousenvironmental management awardsas early as 1997. By 2002, the LGUhad bagged the highest award forthe region’s cleanest and greenestmunicipality. To this day, themunicipal government continues topursue improvements for theefficient and effective managementof its environment.

The LGU began proactivelypursuing its own solid wastemanagement program as early as2001. A key strategy was thec o m m u n i t y - g o v e r n m e n t

collaboration approach in theimplementation of the program.This approach enabled the LGU toobtain the support of NGOs, civicorganizations and even theacademe and the religious sectorsfor its programs. In addition, Sta.Cruz also undertook more focusedand systematic needs identification,resource allocation, projectplanning and implementation, incollaboration with the variousstakeholders. As a result, the LGUwas able to introduce innovationsthat raised the environmentalconsciousness and responsibility ofthe people.

Among the most importantinnovations introduced by themunicipal government was theformation of Sitio NeighborhoodOrganizations (SNO) in 1999. TheSNO was created to supplementthe local government structure witha network of family-basedneighborhood organizations. Itfunctions as a civic arm in theimplementation of development

programs and projects. Currentlythere are 185 active SNOs, eachwith its own set of officers. Annually,the SNO officers undergo trainingto develop sensitivity to localproblems and to help mobilize thecommunity in implementinggovernment programs.

The SNO started with simple self-help projects. They cleanedcommunity yards and canals andengaged in communal vegetablegardening. Labor was voluntaryand the members shared in theharvests from the vegetablegardens, which were called FoodAlways In The Home (FAITH)gardens. Eventually, the SNOerected huts that served as venuesfor meetings. These were builtwithin the gardens, which todayalso house a Barangay MaterialsRecovery Facility (MRF) and serveas Ecology Centers.

With the help of the SNOs, the LGUwas able to successfully pursue theimplementation of its Ecological

With the helpof the SitioNeighborhoodOrganizations,the LGU was ableto successfully pursuethe implementationof its Ecological SolidWaste ManagementProgram.


Mayor Domingo G. PanganibanTel Nos. (049) 501-9200

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Solid Waste ManagementProgram. Under the program, wastesegregation is encouraged throughan educational drive and byputting-up two color codedgarbage containers—a greengarbage bin for biodegradablegarbage and a red bin for non-biodegradable materials—instrategic locations. The bio-degradable materials are collectedand transformed into fertilizers,while the non-biodegradablematerials are processed and turnedinto decorative pots and tiles.Implementation of the program wasfacilitated by the establishment ofthe Environmental Complex in Brgy.Alipit, a facility for the processingof residual wastes. The facility alsohouses a municipal nursery and atraining center. By setting separatecollection schedules forbiodegradable and non-biodegradable wastes, the LGUwas able to gain savings in garbagehauling costs and also saw adecrease in the volume ofcollections.

In 2006, the LGU acquired abioreactor which it installed in theSanta Cruz Public Market MRF. TheMRF enabled the LGU to exceedits 25% waste reduction target. Sta.Cruz has since acquired additionalequipment like organic wasteshredders and plastic grinders tocomplete the full operation of thecentral MRF, which now also servesas a learning school on acceleratedrapid composting.

To boost its cleanliness drive, themunicipal government issued anordinance that mandated stifferpenalties for littering. It ensuredpublic awareness about theordinance by putting up signs aboutthe penalties imposed on improperwaste disposal. Information wasalso widely disseminated through

meetings, symposia, seminars andsuch other forums. To help enforcethe ordinance, the municipalgovernment deputized 171volunteers to issue EnvironmentalCitation Tickets to violators.

Even the LGU personnel wererequired to provide assistance inkeeping Sta. Cruz clean andgreen. Under Operation LinisBayan, the municipal governmentmade it mandatory for all municipalemployees to render communityservice, such as cleaning andplanting ornamental plants alongthe highways and streets, everySaturday. In addition, 93government personnel weretasked to clean, plant and maintainornamental plants, plant boxes aswell as electric posts located alongmajor thoroughfares and within thetown plaza. The NGOs, civic,religious and academic sectorswere also given specific areas toadopt for cleaning andbeautification purposes.

To sustain its numerous environ-mental management undertakings,the municipal government allocates

a portion of its budget to programssuch as the Youth Ecological SolidWaste Management, EcologicalSolid Waste ManagementProgram Coupled With GreenEconomic Development (LivelihoodProgram), Community Gardens(Backyard Composting), and theoperation of the Central MaterialRecovery Facility and BarangayEcology Centers. The LGU alsomakes it a point to distribute flyersand posters on proper wastemanagement and to inform thepeople about the environmentalmanagement projects of the LGU.

Sta. Cruz has other supportingprograms that are too numerous todescribe. But by simply replicatingthe crucial program ingredients—i.e. partnerships with the communityand other stakeholders, legislativesupport, and budgetaryallocations—other LGUs are sureto reap the same success.


Surigao del SurSurigao del SurSurigao del SurSurigao del SurSurigao del SurGood Health through Good GoGood Health through Good GoGood Health through Good GoGood Health through Good GoGood Health through Good Govvvvvernanceernanceernanceernanceernance

The province of Surigao del Sur faces two majorhealth issues, namely: (1) high maternal mortality

rates due to traditional birth delivery practices ofuntrained birth attendants, and (2) the lack ofutilization of hospital facilities and services.

In 2005, Surigao del Sur recorded the highestMaternal Mortality Ratio of 2.69 or roughly 3 deathsper 1,000 live births. The problem was traced to thepreference (77.5%) of expectant mothers to deliverat home rather than in hospitals, which recorded only22.5%. It was customary for expectant mothers in therural areas to give birth at home.

Surigao del Sur has no provincial hospital but it haseight provincial government-run hospitals. Of these,five are district hospitals while three are communityhospitals. There is also one DOH-retained hospital.The provincial-run hospitals record an average bedoccupancy rate of only 71.6%. This means that thepeople hardly rely on the hospitals in the area fortheir medical needs.

This situation prompted the provincial government topursue the rehabilitation of the existing hospitals,upgrading of birthing facilities, and enhancing the skillsof hospital personnel. It also sought to increaseequitable access to and utilization of hospital services.

In order to attain its goals, the provincial governmentworked closely with the Local Area HealthDevelopment Zones or LAHDZ. These zones are

composed of clustered municipalities which areorganized to deliver health services within the healthzones. In these zones, the municipalities agree to shareresources and help upgrade health facilities andequipment. Today, the province has six LAHDZ, threeof which are registered with the Securities andExchange Commission. Through the LAHDZ, thehospitals were able to acquire ambulances andprovide incentives to on-call midwives. They were alsoable to tap the services of municipal health workers,who were rotated among the hospitals when thesesuffered shortages in personnel.

The hospital chiefs continually worked with the localchief executives to ensure that the health zonesremained active and functional. Meanwhile, theMunicipal Local Chief Executives helped sustainhospital operations by increasing the number ofbeneficiaries of their “PhilHealth para sa Masa”program. This effort also enabled the indigent patientsto avail of medical services for free.

In March 2008, the provincial government acquireda P32M loan under LOGOFIND for the procurementof birthing facilities and the rehabilitation of hospitalbuildings. Half-way houses were also constructedbeside hospital buildings to house expectant mothersand their watchers who come from far flung areas.

The LGU also initiated capacity building of the healthpersonnel, particularly the organized Women’s HealthTeam (WHT), which was composed of doctors, nurses


and midwives. The trainings prepared the WHT forthe upgrading of the hospitals and so that they canprovide BEmONC (Basic Emergency Obstetric andNewborn Care) or CEmONC (ComprehensiveEmergency Obstetric and Newborn Care), and handledelicate birthing procedures. Health education andawareness raising activities were also undertaken withall the pregnant women during pre-natal care.

To buttress the project, the Provincial Government alsoincreased its health budget allocation from 7% (takenfrom the IRA share) in 2006 to 17% in 2008. Thismade the province among the top 13 provinces witha high budget allocation for health services.

As a result, the district hospitals were able to purchaseOB kits which were necessary for birth deliveries.Among the direct beneficiaries were PhilHealth-covered patients. Indigent patients who were notPhilHealth members were subsidized by the LGU ofthe patient. Most of the hospitals agreed to acceptpayment in kind such as vegetables, fish, native chickenand manual services as well.

Meanwhile, the Sangguniang Panlalawigan providedlegislative support through the passage of anordinance mandating the PhilHealth payment inhospitals as trust funds which can be used foremergency purposes. It also passed an ordinanceprohibiting traditional midwives from carrying outdeliveries and barring health professionals fromconducting birthing procedures outside the hospitals.

These interventions led to improvements in maternalhealth care and medical services. The 2009 ProvincialField Health Information Service (FHSIS) reportindicate a 204% increase in facility-based deliveriesand a 274% increase in physician-attended deliveriessince 2005.

Moreover, Maternal Mortality Ratio was significantlyreduced from 2.69 in 2005 to 0.99 in 2009. Thesedeaths occurred in far flung barangays and in the

communities of indigenous peoples. Among the citedcauses of maternal death were retained placenta,hypertension, eclampsia, and postpartum bleeding.

In terms of access to and utilization of hospital facilitiesand services, the average length of stay of patientsranged from 2.6 to 3 days. This indicates a significantincrease in hospital maximization. The Bislig DistrictHospital recorded the highest Bed Occupancy Rate(BOR) of 142.35% followed by Madrid District Hospitalwith 103.13%. As a result, hospital income alsoincreased from PhP7.6 million in 2005 to PhP12. 7million in 2006. By 2009, hospital income has almostdoubled to PhP22.5 million. By 2009, the provincehad also enrolled all indigent families into PhilHealth.

The project employed coordinative and participatoryprocesses which involved the Provincial and Municipalgovernments, the Provincial Health Office, the LocalArea Health Development Zones, the differentstakeholders at the barangay level, and thebeneficiaries themselves. The composite teams whowere trained and organized to manage obstetricemergency care in every hospital reflect thecoordinative and participatory processes. The teamsare composed of midwives, traditional birth attendants,and community volunteer health workers who areresponsible for taking care of expectant mothers.They are in charge as well of bringing the pregnantmothers to the hospital to ensure their safe delivery.On the part of the beneficiaries, their willingness tosubject themselves to proper medical attention andprocedure is a clear manifestation of their activeparticipation in the project.

The project has been designed to be sustainable evenbeyond the present administration through the passageof relevant ordinances.

Through the project, the provincial government ofSurigao del Sur has shown that good governance cango a long way towards improving health care services.

Governor Johnny T. PimentelTel No. (086) 211 3685

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Through the Local Area HealthDevelopment Zones, the hospitalsshared resources and personnelwhich enabled them to upgrade

health facilities and services.


Barangay TBarangay TBarangay TBarangay TBarangay Tangosangosangosangosangos, Baliwag, Bulacan, Baliwag, Bulacan, Baliwag, Bulacan, Baliwag, Bulacan, Baliwag, BulacanBeBeBeBeBeyond Free Funeral Seryond Free Funeral Seryond Free Funeral Seryond Free Funeral Seryond Free Funeral Servicesvicesvicesvicesvices

The cost of living is expensivethese days and so is the cost of

dying. Funeral services cost moneywhich many indigent families canill-afford. Often, the indigentfamilies are compelled to borrowmoney for the funeral services oftheir dearly departed.

In Barangay Tangos, Baliwag,Bulacan, the LGU leadership feltcompelled to come up with aprogram to provide financialassistance to poor families whoneed to avail of funeral services.In 2003, the barangay LGU issuedan ordinance calling for theestablishment of a barangayassociation—Damayan BarangayTangos, Inc. (DBTI)—that memberscan turn to for financial assistanceif a family member dies. The DBTIhad an initial membership of 50

families, which were composed ofthe families of the LGU employeesand their relatives. The LGUleadership subsequently enticedtheir political rivals to join byoffering them the job of directingthe association as well as draftingits rules and regulations. By the endof the first year, the associationhad a membership of 300 families.Today, it is composed of 750families.

Each member is merely required topay a membership fee ofPhP200.00 and to contributePhP30.00 when a member suffersa death in the family. Initially, DBTIprovided PhP6,000.00 in financialassistance. This later grew toPhP15,000.00 plus free use of theassociation’s tents, chairs and

tables. The association alsoprovides free technical assistanceand counseling to the grievingmembers. Eventually, theassociation extended free funeralservices to its members andPhP3,000.00 in financial aid.

The DBTI was able to amassfurniture and other funeralequipment through fund raisingactivities and from its winnings invarious local governance contests.These are loaned free of chargeto the members during wakes butare rented out at a 50% discountto the members for other occasionssuch as birthday parties, weddingsand meetings. Earnings from therentals are used for theoperational expenses of theassociation.


Punong Barangay Bernardo B. GonzalesTel No. (044) 673 5996Email: [email protected]

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After pooling enough resources in 2007, theassociation’s membership agreed to put up its ownfuneral parlor, which would cater not only to theresidents of Barangay Tangos but to the people ofadjacent barangays as well.

The association started with a basic set of funeralequipment. Since the funeral services are offered ata very competitive price—40% lower than competingfuneral homes—and since DBTI even offered otherassociations a portion of the income if the latter’smembers patronized DBTI’s funeral home, theassociation began to earn more income.

With more funds at its disposal, the DBTI began toextend additional assistance to its members. If thefamily’s breadwinner is the one who died, the DBTIwould extend livelihood assistance to those left behindprovided they pass the required qualifications. TheDBTI, in cooperation with the barangay LGU wouldprovide the grieving family the free use of the LGU’sstore booth and a loan of PhP2,000.00 for the start-up capital of the small business. The family pays backthe loan within 100 days by paying back PhP25.00daily. This is reasonable given that the store usuallyearns a daily income of more than PhP200.00.

Deserving schoolchildren of the bereaved family arealso provided with a small scholarship assistanceamounting to PhP2,500.00 per semester. It is small byany standard but is still a form of assistance by anymeasure. To date, the DBTI has extended scholarshipsto more than 40 college students and livelihoodassistance to about 25 families. It has also extendedPhP2.4 million worth of financial aid and funeralservices to 160 families since the project started in2003. Apart from providing affordable funeralservices to adjoining barangays, the DBTI alsoextended free funeral services to 20 families in otherbarangays.

From its meager beginnings, the DBTI has now acquiredenough equipment to simultaneously service sevenfamilies. It now has two funeral vehicles—a MercedesBenz and a GMC Suburban. Today, the association isset to provide dividends to its members and is planningto establish a cooperative.

The success of the program has encouraged otherbarangays to put up their own neighborhood orbarangay associations. The other barangay LGUshave also been compelled to issue supportingordinances. This collaboration between the localgovernment and the communities has resulted in betterservices for everyone.

The leadership of the association and the LGUattribute the success of the program to doggeddetermination, transparency, innovativeness andunified mission and vision.

After amassing more funds,the barangay association

extended not only free funeralservices to its member householdsbut also livelihood assistance and

even scholarship assistance!


Zamboanga del NorZamboanga del NorZamboanga del NorZamboanga del NorZamboanga del NorteteteteteHi-Green ProgramHi-Green ProgramHi-Green ProgramHi-Green ProgramHi-Green Program

Zamboanga del Norte wasranked as the poorest province

in the country in the 2003 FamilyIncome and Expenditure Surveyaccording to the National StatisticalCoordination Board.

This prompted the provincialgovernment to conduct a povertymapping activity to identify whothe poor people are, where they

are living and why they are poor.The mapping showed that the poorare engaged in agriculture andforestry. The LGU also found outthat 58.55 percent of its hilly landsare already bereft of forest cover.This has increased the vulnerabilityof communities to multiple hazardslike landslides and flashfloods.Further, it was learned thatproductivity in the uplands was

dropping by ten percent annuallydue to rapid soil degradation.

Because of these findings, theprovincial government embarkedon a multi-sectoral, anti-povertyproject in cooperation with theLGUs of six municipalities and theDepartment of Agrarian Reform-Western Mindanao CommunityInitiative Project (DAR-WMCIP) toreduce poverty by increasing farmproduction and income. The projectwas successfully implemented inupland areas. When thepartnership with the DAR-WMCIPended, the provincial governmentcontinued to implement theprogram with the cooperation ofthe other stakeholders. They calledit the Hillylands GreenRehabilitation and LivelihoodProgram (Hi-Green) which waslaunched in December 2005.

The Hi-Green program is anchoredon harnessing the communities’assistance towards achieving theLGU’s objectives—re-greening thebarren hillylands, increasing farmproductivity through cropdiversification, providing oppor-tunities to increase householdincome, and ensuring food securityin the barangay. To pursue theseobjectives, the program employsthe following strategies: estab-lishment of a community-managedfarm facility; maximization ofcommunity participation; provisionof technical assistance; andprovision of livelihood oppor-tunities.

At the very start of the Hi-GreenProgram implementation, the LGUensured the participation of thecommunities by holding aconsultative assembly, where thepeople themselves identified theirneeds and what projects they would


Governor Rolando E. YebesTel No. (065) 212 2597Fax No. (065) 212 3563Email: [email protected]

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want to be engaged in to addresstheir prevailing socio-economicand environmental problems. Theprogram was also presented inbarangay sessions for validation.Subsequently, the barangaysmanifested their willingness toparticipate in the program througha resolution. After which, thecommunity started farm planning,which included site selection fortheir 7-hectare farm facility andcrop prioritization.

Under the Hi-Green program, thecommunity contributes labor in theconstruction of project structuressuch as perimeter fences, poultrycages, and nurseries. Thecommunity gives monetary worthto the number of hours renderedby each household and paymenttakes the form of seedlings,vegetable, and fish raised in thefarm facility. In 2006, farms in thelowland areas were included in theprogram.

Hi-Green incorporates trainingsand seminars. Deployed fieldtechnicians conduct regular farmerclasses based on the needs of thebarangay, with topics ranging fromorganizational strengthening,technical reviews, resourcescanning, marketing prospects,product processing, and evencommunity relations like valuesformation and leadership. Farmerleaders are now tapped ascommunity facilitators during theskills training sessions.

The centerpiece of Hi-Greenimplementation is theestablishment of a 7-hectarecommunal farm facility that ismanaged by the farmersthemselves. The communal farmfacility serves as a model site forfarm technologies and integrated

approaches. It is also the learningcenter for the farmers and arepository of the farm inputs.

In 2009, the provincial governmentadded Entrepreneurship andMarketing Assistance. Under theFarmers’ Road to Market Linkaging(FaRMLink) program, the provincialgovernment explores non-localmarkets for the community’sproducts and provides informationon which products are in demand.

Hi-Green has benefitted 56.29% or389 barangays out of the total 691barangays in the province. It wasable to re-green 1,655.67 hectares(around 33%) of its 5,000-hectaretarget. It has also generated anaccumulated income of PhP2.8million, mainly from the sale ofvegetables.

With Hi-Green, agriculturalextension delivery became efficientand effective once more. There are28 agricultural technicians (onetechnician assisting five barangays),three PLGU district coordinators,and one focal person from themunicipal government tasked toprovide technical assistance to Hi-Green cooperators. The programhas also strengthened alliances andproject complementation betweenand among local government units,NGAs, NGO and the communities.

Today, six municipalities haveinitiated projects parallel to the Hi-Green project. Among theseprojects are “O, my Gulay”(Labason), the Communal Garden niNeneng (Mutia), the Balik sa Yuta(Tampilisan), CRISTAL-Hi-Green(Katipunan), and Rubber Production(Sergio Osmeña and Siayan).

The provincial government is nownegotiating a partnership with the

USDA-ACDIVOCA for theimplementation of the CoCoPal(Coconut, Cocoa, and Palayaman)program. Some local governmentunits (Lapu-lapu, Piñan; Gunyan,Siayan; Sianan, Godod) have alsoincorporated support for theprogram in their Internal RevenueAllotment.

To foster excellence, the provincialgovernment has also incorporatedan awards incentive into theprogram. The “Hi-Green: SaMagaling na Barangay, Sikat Ka”awards is now in its 4th year. Itbestows two units of multicab vansthat can be used by the communityto market their products and cashamounting to PhP 100,000.00 towinning barangays ororganizations.

Resolutions and memoranda ofagreement ensure programsustainability. While the farmers’organizations are given autonomyin their harvest sharing agreements,the program implementers ensuredthat at least fifty percent of theincome generated from the projectwill revert to the association for theexpansion and development of theproject. This is to ensure thecontinuous participation ofcommunity households in theprogram and to sustain projectimplementation.

Today, the provincial governmentis optimistic that over time they willbe able to finally reduce povertyincidence in the province. LGUs insimilar situations would do well tolearn from Zamboanga del Norte’sexperience.


2010 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

Tripartite EnvironmentalProtection and ManagementIriga City

Denudation of the slopes of Mt. Asog,an adjacent volcanic mountain, hadincreased the vulnerability of Iriga Cityto flooding, forest fires and landslides.The 2007 massive flashfloods whichnearly submerged several houses invillages at the foot of the mountainprompted the LGU to address theproblem.

Realizing that maintenance of a fragileecosystem in Mt. Asog would mitigatethe impact of potential hazards to thecity and neighboring municipalities, theIriga city government introduced aparticipatory program aimed at thesustained forest rehabilitation,restoration and protection. Through theKalikasan Isaayos (Kaisa) Program, theLGU enlisted the cooperation of theresidents of the villages near themountain as well as those who haveinformally settled on the mountain in theefforts to save the city’s most prominentnatural landmark and resource. The

program entailed the establishment ofa tripartite partnership on EnvironmentalProtection and Management, which iscomposed of the LGU, the Departmentof Environment and Natural Resources(DENR) and the Department of theInterior and Local Government (DILG).

Capability-building workshops on treenursery operation and management,law enforcement, as well as alternativelivelihood were conducted for theresidents of nine barangays surroundingthe mountain. Mt. Asog was alsodeclared as a “BiodiversityConservation Area.”

As many as 53 volunteer organizationsparticipated in the reforestationprogram and a total of 226.5 hectaresof privately-owned lands on the slopesof Mt. Asog have been planted with

different species of endemic trees likeacacia, narra, apitong and dao. About410,000 seedlings were also plantedalong the denuded and critical slopesof the mountain. Task ForceKapalibutan, the forest protection unit,has confiscated 7,408 board feet ofcoco lumber, 575 unsplit rattan and14 pieces of gemelina logs from

illegal loggers. Volunteers alsointercepted and apprehended violatorswho were transporting 2,000 boardfeet of illegally cut logs.

In recognition of these efforts and theinstitutionalization of the tripartiteenvironmental partnership with NGOs/NGAs, the City of Iriga was conferredthe Saringaya (Bicol for lush andabundant) Award by the regional officeof the DENR in 2008. In 2009, the DILG,in its Local Governance PerformanceElectronic Report rated the forestecosystem management of the City ofIriga as excellent in mobilizing CSOsand the people in forest protection,and in having met its target goals andareas for reforestation. Through theproject, the Iriga City government hassuccessfully instilled compassion for theenvironment among its constituents.

Participatory CoastalEnforcementUbay, Bohol

Dwindling fish catch is often the resultof destructive and illegal fishing practiceswhich is why law enforcers aredeputized to discourage and help catchviolators. In most municipalities, BantayDagat (Sea Watchers) teams are usuallymade-up of volunteer personnel, whohave no public accountability and cannotbe sanctioned administratively.

As a result, instead of protecting themarine environment, some end upengaging in illegal acts themselves. Thiswas what happened in Ubay, Bohol, asrevealed by an investigation conductedby the Municipality’s Coastal ResourceManagement Office (CRMO) in 2003.The CRMO also found out that the BantayDagat members also lack the legal andtechnical skills required to correctlyenforce fishery laws.

To correct the problem, the localgovernment disbanded the BantayDagat teams and created a moreprofessional unit—the CoastalEnforcement Protection Unit (CEPU)—whose members are technically andlegally competent to enforce the law.The CEPU serves as the police arm ofthe CRMO and is tasked to prevent,

apprehend and prosecute violators andinstall a system that will ensure easydetection, public reporting, efficient andtimely response and relevant sanctions.

With a dedicated and professionalenforcement unit in place, marineresource protection in the municipalityimproved immensely and contributed toan increase in fish stocks and fish catchand better biodiversity. Moreimportantly, the new system elicitedcommunity cooperation in catchingviolators. It is this participatory aspectthat elicited the attention of other LGUsand even international organizationswho wanted to replicate the program.Today, the CEPU stands as a modelmunicipal fishery law enforcement unitin Bohol that others wish to emulate.


Production of CrossbredBuffaloesSan Agustin, Isabela

In the 1980s, the Artificial Inseminationof cows was pursued by the LGU of SanAgustin, Isabela. The success of theprogram encouraged the localgovernment to explore the possibilityof also improving the carabao breeds.This led to introduction of the CarabaoUpgrading Program and later theCrossbred Buffalo Production Project,which started in 1993. The projectaimed to produce crossbred carabaoswhich had better working capacities,endurance and temperament. Eventually,buffalos weighing 750kgs wereproduced by the project. Today themunicipality has 1,106 crossbredbuffaloes, 453 of which are females

Integrated Central TerminalGoa, Camarines Sur

In India, Goa is the smallest but one ofthe most developed states in the country.In the Philippines, Goa is an urbanizingmunicipality in the 4th District ofCamarines Sur which seems to beaspiring to achieve the level of itsnamesake. The Goa municipalgovernment embarked on theestablishment of a central transportterminal that would help the LGUgenerate additional local revenuewhich could be util ized in theimplementation of various priorityprojects and improve the delivery ofbasic services in the municipality. Theestablishment of the central terminal wasalso supposed to help decongest trafficin the business district, convert the areainto a productive site, and expand thecommercial area of the municipality.The LGU commissioned the PartidoState University to conduct thefeasibility study for the project anddesign a shoppers mall with anadjacent central terminal building thatcould attract financial investors. In July

2007, the LGU began construction ofthe Goa Integrated Central Terminal(GICT) on a 3.5 hectare idle and hillyland through the judicious use of itsdevelopment funds. The localgovernment made sure that funding forthe project would not compromise otheressential services. It also consulted withthe communities and even elicited thecooperation of landowners to shareportions of their lot for the access roadto the terminal. The GICT was formallyinaugurated on June 25, 2008. In thatyear alone, the GICT contributed46.39% of the LGU’s income from alleconomic enterprises and in thefollowing year, it contributed 64.33%.

Apart from increasing local income, theGICT also opened opportunities for newbusiness ventures and expanded thecentral business district of themunicipality. Through the GICT, the LGUwas also able to generate new jobsbecause the terminal neededdispatchers, utility workers, guards andtraffic enforcers. With the GICT, theLGU is now much closer to attainingfiscal autonomy. It has also shown howother LGUs can improve on existingenterprises and generate additionalrevenues without imposing additionaltaxes.

with 47 milking heads. These crossbredbuffaloes command prices as high asPhP60,000, in contrast to the nativecarabaos which sell for only PhP40,000.These buffaloes can produce 4 liters ofmilk daily, compared to the 1.5 litersproduced by native carabaos. With milkpriced at PhP40.00 per liter, the ownerof a crossbred carabao could earn anadditional PhP160.00 per day.Needless to say, the project enabledthe municipality to engage in milk

processing and organize the San AgustinDairy Development Cooperative, anorganization of crossbred buffaloowners. It also organized the San AgustinWomen Dairy Processing Associationwhich is in charge of operating the MilkProcessing Center of the municipality. Asa result, the households now have betterincomes. The women are also able toearn additional income from the sale ofother dairy products, while the men havea stronger and more enduring farminghelper. They also no longer have toshell out PhP2,000 for the rental of farmmachinery. The municipality of SanAgustin has shown that the judiciousapplication of appropriate farmingtechnology can lead to the economicupliftment of its constituents; an endeavorthat can be replicated in otheragricultural municipalities.


2010 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 currently the Secretary Generalof the Council of Asian Liberals and Democrats. Dr. Acostawas named the first Filipino World Fellow of Yale Universityin 2004 in recognition of his advocacies on education andthe environment. As a former congressional representative,he is the principal author of the landmark 1999 Clean AirAct, the 2004 Clean Water Act and the 2001 Solid WasteManagement Act.

VICTOR GERARDO BULATAO is the Managing Trustee ofthe Consortium for Advancing People’s Participation throughSustainable Integrated Area Development (CAPP-SIAD). Hisorganization focuses on pursuing participatory localgovernance at the grassroots level in more than 200barangays. Mr. Bulatao also represents agrarian reformbeneficiaries in the Board of Directors of the Land Bank ofthe Philippines. He also served in the Department of AgrarianReform in various capacities in the 1980s and 1990s.

MA. NIEVES ROLDAN CONFESOR presently teaches at theAsian Institute of Management, with special research andtraining focus on general management, public policydevelopment and analysis, leadership development, strategicnegotiations and conflict management, labor-managementrelations, human resources development and generalmanagement. She is also Executive Director of the AIM-TeaMEnergy Center for Bridging Leadership, a research and trainingcenter for leadership development at the AIM. RAFAEL COSCOLLUELA most recently served as Administratorof the Sugar Regulatory Administration, Vice Chairman ofthe National Biofuel Board and Chairman of the PhilippineSugar Corporation. Prior to that, he was Presidential Adviseron Cooperatives and Presidential Adviser for WesternVisayas after serving as Governor of Negros Occidental forthree consecutive terms, during which time the provincegarnered two Galing Pook Awards. He currently serves asChairman of ESKAN, a Negros-based non-profit engaged in

education reform and production of workbooks for elementaryschools. He is also a member of the Board of Trustees ofSynergeia Foundation and is currently Chairperson of theGaling Pook Foundation.

JAIME GALVEZ TAN has the rare combination of thefollowing expertise: solid grassroots community work in farflung doctorless 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 is the Corporate Secretary of the MFIFoundation, Executive Director of the MFI Farm BusinessInstitute, and President of the Foundations for PeopleDevelopment. 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.

ELISEA GOZUN chairs the Earth Day Network Philippines, amovement which aims to make caring for mother earth theconcern of all. She is also the Program Director for theenvironment of Gawad Kalinga and the Project Director ofthe City Development Strategy (CDS) project of Cities Alliancewith the cities in the Philippines. An activist involved withmany NGOs, she also serves as consultant on environmentalmanagement and urban development. She was the co-convenor of the Philippine Climate Change Imperative andwas recently appointed as the Presidential Assistant for


Climate Change. She served as Secretary of the Departmentof Environment and Natural Resources and was the 2007UNEP Champion of the Earth for Asia and the Pacific.

MILWIDA GUEVARA, Chairman of the National SelectionCommittee of the Galing Pook Awards is the 2nd recipient ofthe Haydee Yorac Award for Public Service. She is the CEOof Synergeia Foundation with a mission to provide everyFilipino child with access to quality basic education. Shebuilt a career in Public Finance and served as CareerUndersecretary of Finance under President Ramos.

CIELITO HABITO is a Professor of Economics and Director ofthe Ateneo Center for Economic Research and Development(ACERD) at the Ateneo de Manila University. He is also aBoard Director/Trustee in several corporations andfoundations, including the Metrobank Card Corporation,Clean Air Initiative-Asia, and the Ramos Peace andDevelopment Foundation (RPDEV); and chairs the Boards ofBrain Trust Inc. and Operation Compassion International. Healso writes the award-winning weekly column “No Free Lunch”in the Philippine Daily Inquirer. Dr. Habito holds a Ph.D.(1984) and M.A. (1981) in Economics from Harvard University,a Master of Economics (1978) from the University of NewEngland (Australia), and B.S. Agricultural Economics, Summacum Laude (1975) from UPLB.

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 aboard member of the Philippine Center for InvestigativeJournalism and Center for Media Freedom and Responsibility.She is also a board member of the Institute of Social ServicePhilippines.

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. Porio

has 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 is a social developmentworker and manager melding her applied science trainingwith her social change conviction. She has devoted most ofher working years with social development organizations -as program 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, Lead Convenor of the National Anti-PovertyCommission, Grants Program Director of the Foundation forthe Philippine Environment and Program Coordinator forApprotech Asia.


Board ofBoard ofBoard ofBoard ofBoard of T T T T TrusteesrusteesrusteesrusteesrusteesRafael L. Coscolluela Chairperson. Chairman, ESKAN. Former Administrator ofthe Sugar Regulatory Administration and Governor of Negros Occidental. Ma. Nieves R. Confesor Vice-Chairperson. Executive Director, AIM-TeaM EnergyCenter for Bridging Leadership. Former Secretary of the Department of Labor andEmployment. Austere A. Panadero Corporate Secretary. Undersecretary for LocalGovernment, Department of the Interior and Local Government. Alex B. Brillantes, Jr. Treasurer. Professor and Former Dean, National Collegeof Public Administration and Governance, UP Diliman. President, Philippine Societyfor Public Administration. Josefina M. Dela Cruz Trustee. Chairperson, Southeast Asian CommunityManagement Corporation. Former Governor of Bulacan and Secretary-Generalof the League of Provinces of the Philippines. Elisea G. Gozun Trustee. Presidential Assistant for Climate Change. Chairperson,Earth Day Network Philippines. Former Secretary of the Department of Environmentand Natural Resources. Cielito F. Habito Trustee. Director, Ateneo Center for Economic Research andDevelopment. Former Director-General, National Economic and DevelopmentAuthority. Yasmin Busran-Lao Trustee. Consultant and Founding President, Al-MujadillahDevelopment Foundation. Founding Chairperson, Nisa Ul-Haqq Fi Bangsamoro(Women for Truth and Justice in the Bangsamoro). Victor O. Ramos Trustee. Board Member, Ramos Peace and DevelopmentFoundation. Former Secretary of the Department of Environment and NaturalResources.

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 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 foundation

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