2012galingpookwinners.pdf

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Cover design, magazine layout, and articles by Allen M. Mariano References supplied by LGUs Photos courtesy of LGUs and from Galing Pook Files

3 The Galing Pook and its Partners4 Global Public Innovation Network5 Message from His Excellency President Benigno S. Aquino III6 An Enduring Partnership for Excellence and InnovationDILG Secretary Mar Roxas7 Making Heroes Out of Ordinary People GPFChair Ma. Nieves Confesor

7 Growing Communities of Champions FES Resident Representative Berthold Leimbach8 Path to Responsible Commitment and Excellent Service LBP President and CEO Gilda Pico8 Supporting and Promoting Sustainable Initiatives DBP President and CEO Gil Buenaventura9 Galing Pook Hymn10 QUEST for Quality Education Province of Sarangani12 Improving Lives through Tourism Municipality of Loboc14 Simple. Speed. Service. Valenzuela City16 TEACH the Special Children Mandaluyong City18 Garden of Life Mandaluyong City20 Barangay Governance Plus Barangay Poblacion, Tupi, South Cotabato22 Dinagyang: Beyond FestivalsIloilo City24 Have Waste, Well Manage! Dumaguete City

26 Bring Your Own Bag Muntinlupa City28 Farmer Entrepreneurship Program San Jose City30 2012 Galing Pook Awards Finalists33 2012 National Selection Committee35 Galing Pook Foundation Board of Trustees and Secretariat

Outstanding

Local Governance

Programs for 2012

Contents



The Galing Pook

The Galing Pook awards is a pioneering program

that recognizes innovation and excellence in lo-cal governance.

It started in October 21, 1993 under the joint initiativeof the Local Government Academy-Department of theInterior and Local Government, the Ford Foundation,and other individual advocates of good governancefrom the academe, civil society and the government.

As Galing Pook embarks on its 20th year, more than270 programs from at least 160 local government unitshave already won recognition, including the current

batch of 2012 awardees. The Galing Pook winnersare chosen each year from a wide array of programsfrom local governments after undergoing a rigorousmulti-level screening process.

The winning programs are selected based on positiveresults and impact, promotion of peoples participa-tion and empowerment, innovation, transferability andsustainability, and efficiency of program service de-livery.

The Partners

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

MissionWe promote excellence in local governance throughrecognition, sharing of information and support of ef-forts to replicate best practices at the local level.

We encourage partnerships among civil society orga-nizations, private sector, and government agencies atlocal, national and global levels to improve quality oflife.

FORDFOUNDATION

+ 20



The Global Public Innovation Network, established in 2002, is a collaborativenetwork of 10 public policy awards programs from around the globe. Withsupport from the Ford Foundation and contributions by the individual pro-grams, the Innovation Network gathers and disseminates knowledge about innova-

tions in public service provision, public action, and governance. These innovationsrepresent significant contributions to the collective well-being of citizens and to thereduction of social, economic, political, gender, and ethnic inequalities. By sharing

successful local practices through an international network, the impact of each awards program can extend far beyond itscountrys borders. Innovation Network activities include workshops, research, and publications.

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

Public-Innovation-Network), accessed January 5, 2012.

American Indian Tribes in the United States of America:Honoring Nations Program

Brazil: Public Management and Citizenship Program

Chile: Citizen Participation and Public Politics Program

China: The Innovations and Excellence in Chinese LocalGovernance Program

East Africa: The Mashariki Innovations in Local Governance Awards Program

Mexico: Government and Local Management Award

Peru: Participation and Local Management Program

Philippines: The Galing Pook Foundation Awards forOutstanding Local Government Programs

South Africa: Impumelelo Innovations Award Trust

United States of America: Innovations in American GovernmentAwards Program

Global Public Innovation Network

Partner Programs



MALACAAN PALACEMANILA

My warmest greetings to the awardees of the 2012 Annual Galing Pook Awards.

As public servants, we hold a clear mandate to provide transformative leadership,which advances our communities and elevates the lives of our constituents. Entrustedwith this position, we have the tremendous opportunity to determine our course to-wards progress and build a brighter future for our fellowmen.

On this occasion, we celebrate the achievements of our local govement executiveswho spearhead our localities movement towards sustainable development. Maythe honors bestowed in this event deepen the resolve of our awardees to engagein participatory leadership and inspire more initiatives that further our mileage in

good governance.

I also extend my gratitude to Galing Pook Foundation for duly recognizing the hardwork of our leaders, among whom stood the late Sec. Jesse Robredo. I trust thatyou will continue to rally with us in upholding the transparency, accountability, andintegrity that he so honorably embodied.

Striving to cultivate Jesse Robredos tsinelas leadership, let us emulate his humil-ity, his unshakable character, and his commitment to honest and excellent service.United in our objective, we can stem corruption from the grassroots, and establishstructures of empowerment that secure progress for every Filipino.

BENIGNO S. AQUINO III

MANILAJanuary 2013

ENI S. U



An Enduring Partnership for Excellence and Innovation

I

t is my great honor and privilege to be part of the 20th edition of the Galing PookAwards, officially marking two inspiring decades of learning and sharing the best

that our local government units have to offer and share with the rest of the country.

We have been truly blessed to witness the blooming and spreading of excellence andinnovation among our LGUs that made the selection of the annual awardees a muchtougher job because today, good governance practices have become the norm ratherthan the exception among our LGUs.

True to its mission, Galing Pook has successfully promoted excellence through the rec-ognition of exemplary LGU practices and programs that, at their very core, tremen-dously improved the quality of life of our people. Moreover, the continuing partnershipbetween government, through the Department of the Interior and Local Government,and the private sector, through the Galing Pook Foundation, has enabled the searchfor excellence and innovation to go on unhampered by politics and narrow personal

interests.

This enduring partnership is another cornerstone upon which the PNoy administration isbuilding a brighter and more prosperous future for our people our true bosses whoseaspirations we could never afford to ignore nor take for granted.

My warmest congratulations not only to the winners and finalists but to the hundreds ofLGUs who, although they did not make it to the final list, have nevertheless enriched allof us by sharing and contributing their ideals for the betterment of Philippine society.

Mabuhay tayong lahat!

MAR ROXASSecretary



Making Heroes Out of Ordinary People

Growing Communities of Champions

Around the Philippines we seeislands of good governancewhere best practices both by

local governments and civil societyhave inspired action and developmentin local communities. We see pocketsof innovation where government andcitizens alike join hands in making surethat change can happen, change thatdoes not tear down but instead buildson the strength of local histories andresources in order to respond to com-

mon problems that face Filipinos.

This 2012, the Friedrich-Ebert-Stiftungis privileged to witness these pocketsgrow into communities of championsin our continued partnership with theGaling Pook Foundation, the awards-giving body that promotes and recog-nizes innovation, sustainability, citizenempowerment and excellence in localgovernance.

Through Galing Pook, these islands

have become more and more a nation

of reformers. As advocates of effectiveand ethical local governance, these lo-cal governments have been given theirdue recognition and have been broughttogether to build a more formidablealternative to how local governancehad been practiced in the country.

Galing Pook has further encouragedparticipatory local governance to beat the heart of just local development.Through citizen and stakeholder input

and participation, local governancecan take into account the local reali-ties and thereby promote sustainabilityand fairness in the use of resources forthe benefit of generations to come.

More importantly, Galing Pook haspaved the way to ensure that thesepractices are not only shared and pop-ularized but also rolled out for replica-tion in other local communities.

The Friedrich-Ebert-Stiftung congratu-

lates Galing Pook for its successful round

Today, the challenge is to promotea more inclusive growth processone that sustains competitivenessand robust economic growth perfor-mance, while ensuring that wealthcreation provides the widest possiblebenefits, notably for the expandinglow-income population, the so-calledbottom of the pyramid. Growthalone, while critically important, doesnot necessarily alleviate poverty andreduce inequality. There is convincingevidence that inequality retards andrenders growth sporadic and short-lived in developing economies such asours.

Thus, twenty years and more than 270awardees later, the search for innova-

tive sustainable arrangements continueto be co-created by local govern-ments and communities, even in themost challenging of conflict conditions,to ensure that growth is for ALL, andnot captured by an elite. Acting local-ly, such local governance mechanismshave been sustained by transparency,clear accountability, expanding inclu-

sion of all stakeholders, and their in-creasing empowerment. Effective localgovernance initiatives have embracedthe wisdom and confidence of commu-nities to have the courage to create.Each award serves to accelerate thegrowth of more innovative solutions to

the complex challenges faced by alltoday.

For many of those in leadership, wheth-er exercised with authority or not, thechoice to lead has been marked bysuch courage to create. For many ofthose who have been recognized, theprograms have produced leaders, notwith the capital L, but by a grow-ing band of innovators, leaders with asmall l, as some would say.

We must remember what SecretaryJesse Robredo said at the commence-ment exercises at the Ateneo someyears ago: Our political history hasshown that we have put the burden ofrunning this country on our best peoplefor too long. And yet the gap betweenrich and poor has grown wider. For

this country to succeed, we must makeheroes of the ordinary people. Weneed to make heroes of ourselves.

We, whether public or private, failto create the future not because wefail to predict it but because we fail

to imagine it. Congratulations to theawardees and finalistswhen ordi-nary people take it upon themselvesto be heroes, to have the courage tocreate and co-create!

They have imagined and they haveco-created.

Ma. Nieves R. Confesor

ChairpersonGaling Pook Foundation

for this year, awarding ten outstandinglocal government units for their exem-plary programs on health, education,justice, and community building. Wealso applaud the awardees and theirpartners for improving their local ser-vice delivery, specifically on achievingthe Millennium Development Goals,increasing access to education, infor-mation and justice, as well as promot-ing peace and development throughempowering the local citizenry.

Finally, we invite other practitionersand stakeholders to learn from thesesuccesses and in (and for) their owncommunities, do great things!

Berthold Leimbach

Resident RepresentativeFriedrich-Ebert-Stiftung

Philippine Office



Path to Responsible Commitment and Excellent Service

Supporting and Promoting Sustainable Initiatives

Our warmest regards to therecipients of the Galing PookAwards for 2012. Your re-lentless efforts and the worthy endeav-

ors you have undertaken have givenrise to promising change in communitiesstriving for lasting economic and socialgrowth.

LANDBANK realizes as well the sig-nificant role of the Galing Pook Foun-dation in helping bridge the gap andbring forth opportunities for peopleand places often eclipsed by chanceand circumstance. The hundreds of pro-grams effected by local governmentunits since the organizations inception

is a clear indication of the major impactthat our common thrust of integratingsustainable development brings acrossthe countryside.

The success achieved by these variousLGUs is not just the triumph of a few. Itis an achievement reflective of the per-severance and sincerity of the people

wanting to help and be helped withsustaining necessities that should bebasic to all Filipinos. As our local gov-ernance continues on its path to respon-sible commitment and excellent service,we at LANDBANK will be as steadfastin building and opening more doors forthe marginalized sectors. We will like-wise continue to be a staunch ally ofour LGUs in bringing to fruition moreprojects and programs aimed at serv-ing our countrymen.

For more outstanding and fruitfulyears ahead, we wish all of this yearsawardees the best. Again, our congrat-ulations!

Ms. Gilda E. Pico

President and CEOLand Bank of the Philippines

T

he Development Bank of the Phil-ippines (DBP) congratulates the

awardees and finalists of thisyears Galing Pook Awards!

DBP has always taken pride in sup-porting and promoting the sustainableinitiatives of local government units(LGUs)achievements that our cur-rent roster of Galing Pook awardeeshave successfully attained to encour-age socio-economic development intheir constituencies. As the drivers ofgrowth in their areas of influence, andas exemplars of best practices in local

governance, outstanding performancesby LGUs certainly deserve recognitionand accolades.

These LGUs also deserve support,hence, DBPs long-standing partner-ship with the sector. The Bank hasbeen working closely with LGUs forthe provision of basic services, includ-

ing water systems, infrastructure, healthcare facilities, school buildings, housing

projects, and other programs that ad-dress the essential needs of communitydevelopment. And in the years ahead,DBP will continue to expand its roleas a lending specialist and providerof consulting services to LGUs to craftsustainable projects integrated to thenational development agenda.

To our present and prospective part-ners in the LGU sector, partneringwith DBP could not come at a bettertime. Indeed, the economic climate has

changed for the better. Optimism isrunning high, with the global communi-ty looking at our country as one of themore promising economies in Asia. Wecan, together, take advantage of thismomentum and join hands in effectingpositive socio and economic changesfor our country.

Mr. Gil A. Buenaventura

President and CEODevelopment Bank of the Philippines



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 kusa

Munting pamayananSa husay kinilala

Umani ng karangalan

Kayraming nagsasabingAng galing galing daw namin

Saan ba nanggagalingAno bang anting-anting?

Simple lang yanKaya mo yan, Bay!

Sa malikhaing paraan, sa paraang malikhainKasama ang mamamayan, mamamayay 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 niluklokPinagpalat 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



Province of Sarangani

QUEST for Quality Education

Performance Indicators

(2006-2012)

I

n the latest evaluation of Nation-al Achievement Test (NAT) scores,Sarangani students emerged on

top of all other students in Region12 and rated even higher than thatof the National Capital Region. Thisis quite an achievement given thatjust five years ago, the studentswere performing quite poorly.

Back then, the pupils were able tocorrectly answer only 4 out of 10questions.

Sarangani is among the 20 poor-est provinces in the Philippines. Inthe belief that a good educationcan be a key out of poverty, theprovincial LGU launched the Qual-

ity Education for Sarangani Today(QUEST) program in 2007 to im-prove childrens access to basic ele-mentary and secondary education.QUEST put in place mechanisms toelicit the active involvement of com-munities and the private sector in vi-sioning, planning, implementing andevaluating education programs.This contrasted with the past prac-tice where there was only marginalparticipation from the community inthe activities of the Department ofEducation (DepEd).

The initial success gained in the mu-nicipality of Alabel, especially ingenerating community support andimproving learning performance,encouraged the LGU to introducethe program to all the other munici-palities in 2008 and 2009.

To ensure the sustainability of theeducation reforms, QUEST was in-stitutionalized as a special unit of

the Provincial LGU through Provin-cial Executive Order 2, Series of2009. This EO also stipulates regu-lar funding for the Program. Otherordinances were issued to adoptQUEST as a regular program andpoverty alleviation tool.

Under QUEST, school officials,teachers and community leadersworked with and trained parents

and youth volunteers to create asupport system that could enhancestudy habits in school and at home.Moreover, the business sector wasconvinced to provide school ma-terials annually and to even helpconstruct learning facilities such asthe school cum dormitories (School-Dorm) for the children of indigenouspeoples (IPs).



Percentage of Sarangani Schools with

National Achievement Test (NAT) scores

of 75 and above

Under QUEST,

school officials,

teachers, and

community

leaders worked

with and trained

parents and youth

volunteers to create

a support system

that could enhance

study habits

in school and at home.

The collaborative efforts were car-ried out through what they called akape (coffee) and tinapay (bread)sharing system. The LGU and thebusiness sector provide the teach-ers, school materials, and facilities,

while the community provides par-ent mentors and volunteer workersas their counterpart.

QUEST enabled Sarangani to open28 primary schools, transform 54primary schools into complete el-ementary schools, convert 31 el-ementary schools into integratedschools and erect 10 Class-Dorms

in remote IP communities. Moreover,the program succeeded in provid-ing workbooks for all Grades I andII pupils and manuals for all theirteachers.

Under the program, the Balik-Esk-

wela or Back-to-School campaignencouraged 11,458 out-of-schoolyouth and children to re-enrol.Meanwhile the Sarangani BigBrother (SBB) campaign elicited thesupport of 1,263 teacher volun-teers and 3,759 youth volunteers inhelping 27,098 kids become betterreaders.

Today, Sarangani is recognized asa model in public-private partner-

ship in education and for scalingup an education program. QUESTis now being replicated in the Mu-nicipality of Tampakan, KoronadalCity, Cebu City, Compostela Valley,Palawan and Semirara.

Sarangani has vowed to continuepursuing its quest for quality educa-tion for as long as there is a singlechild who cannot enter school due

to poverty.

CONTACT Governor Miguel Rene A. Dominguez

Tel. Nos. (083) 5082258, (083) 5085242

Emails: [email protected]

[email protected]



Municipality of Loboc

Improving Lives through Tourism

A

mong tourists, Loboc is re-nowned for its floatingrestaurants, which conduct

cruises along the scenic and wind-ing Loboc River. Tourists also flockto see the tarsiers. Up until 2004,the LGU had no exact data abouthow many tourists were visiting orhow much they were spending. Butthey hit upon the idea of develop-ing tourism services and facilities asa way of attracting more visitorsand generating additional income.

Between 2004 and 2005, the mu-nicipal LGU conducted several con-sultations with barangay officials,peoples organizations, NGOs andthe business sector to find out whatthey needed to do to make the nec-essary improvements. The consulta-tions led to the overhauling of rev-enue-generating measures and theprofessionalization and centraliza-tion of government and tourism fa-cilities and services. It also resultedin the issuance of new policies gov-erning tourism and the promotion ofsound environmental managementpractices.

The LGU also conducted aware-ness raising campaigns about sus-tainable environmental and tour-ism practices and held regularmeetings and dialogues with thestakeholdersi.e. the residents,

community leaders, boat operators,and the on-board entertainers. Mu-nicipal officials, department heads,and tourism staff operators werealso exposed to other tourism prac-

tices to stimulate better apprecia-tion of environmental factors crucial

to tourism development and theimpact of tourism. These changesgave the community renewed hopeand encouraged their active par-ticipation.

LIT HOPE became the local govern-ments banner cry and also sum-marized their development planfor the municipality. The acronymstands for Livelihood, Infrastructure,Tourism, Health and Sanitation, Or-

ganization Strengthening, Peaceand Order, and Education.

With the assistance of the Depart-ment of Trade and Industry and theDepartment of Finance, the LGUwas able to link with and tap fi-nancial assistance from several in-ternational donor agencies such asthe Canadian International Devel-opment Agency, Australian Agencyfor International Development, andWorld Bank.

With funds at its disposal, the con-struction of a modern docking port

and tourist complex became theLGUs flagship project. This facility

was designed to comply with safetystandards as well as provide com-fortable accommodation to visitingtourists. It also helped facilitate themonitoring of tourist arrivals andthe collection of fees. Eventually,the reforms helped raise the tour-ism income of the municipal LGUfrom only PhP278,000 in 2004 toa whopping PhP51 million in 2011.

Subsequently, the LGU managed

to tap other donors and sponsorsto support infrastructure, livelihoodand human resource development.Big television networks such as ABS-CBN, GMA Network, TV 5 and eveninternational TV channels in Asiaand Europe entered into agree-ments with the LGU, which allowedit to buy cheaper airtime for thepromotion of Loboc as a favoredtourist destination.

The successful endeavor also en-couraged a bank to set up shop inthe town. This has made it easier forthe farmers and entrepreneurs to

CONTACT

Mayor Leon A. Calipusan

Tel. No.: (038) 5379488

Email: [email protected]



acquire capital for their enterpris-es. Among the other benefits of the

program are employment creation,more livelihood, improved environ-mental conservation, paved roadsand a better peace and order situ-ation.

For its achievement, the Loboc LGUhas garnered several awards andrecognition such as the Seal ofGood Housekeeping from DILGand the Customer Satisfaction Sealof Excellence Award from the CivilService Commission. Loboc hasshown that innovative and ingeniouspractices coupled with the activeinvolvement of a broad communityof partners can contribute a lot to-wards economic development.

Developing tourism

services and facilities

as a way of

attracting more

visitors and

generating

additional income



Valenzuela City

Simple. Speed. Service.

Sometimes, all it takes to suc-ceed is to adopt a provenmethod and improve on it.Valenzuela Citys government im-proved on the best governancepractices of Marikina City to pro-vide simple and speedy services toits constituents. The former mayor ofMarikina has acknowledged thatValenzuela Citys LGU was able toachieve in only three years whattook them almost a decade to ac-complish!

The quest for good governanceand a business friendly environ-ment led Valenzuela Citys LGU toformulate its Simple and SpeedyPublic Service Program or 3S inPublic Service. The program aimsto eradicate graft and corruption,flatten the organizational structure

of the city government, simplifyand streamline business transac-tions, and enjoin the community toprovide feedback and suggestionson how to further improve govern-ment services.

Previously, transactions with gov-ernment took as much as 14 oreven 20 days to complete due tothe numerous offices and person-nel that one had to deal with. Theprocesses were cumbersome andcomplicated. With 3S in place, thenumber of transactions was stream-lined from 11 to three and it now

takes only 20 minutes to obtain abusiness permit.

A post-audit scheme was also putin place to allow businesses to beup and running in no time. After theissuance of the business permit, theowners are given a month to com-ply with all the requirements. TheBusiness Compliance Task Forcethen inspects the establishmentsand violators are closed down. Thepost-audit system also provides in-formation that can help the city be-come more responsive to the needsof enterprises and at the same timeprotect the interest of its citizens.

By making use of information tech-nology and computerizing its sys-tems, the city is now able to provide

prompt assistance to taxpayers andmonitor compliance. With a Geo-graphic Information System (GIS)in place, the LGU is able to tracktaxable businesses and propertiesin the city. The city government alsomade it known to the taxpayers thatit knows who and where they are.To encourage compliance, taxpay-ers are also provided comfortablelounges, assistance, and courteousservice. Taxpayers now also havethe option to pay online.

A flat organizational structure wasadopted by the city to minimizelayers of management and makeoperations flexible and more re-sponsive. The work environment wasredesigned to foster greater ac-countability. Panels in offices wereC

ONTACT Mayor Sherwin T. Gatchalian

Tel. Nos. (02) 3521000 loc. 1144 or 1145

(02) 2913069


The 3S in Public Service program simplified

and streamlined business transactions,

minimized graft and corruption, and made the

LGU more responsive to the citizens.



made transparent so that transac-tions are visible to everyone. Team

meetings are regularly held to fos-ter collaboration and communica-tion among officials and employ-ees.

The consultative meetings and work-shops with citizens are supplement-ed with the use of texting, email,and social media so that citizens canreport their reaction, problems andsuggestions directly to the Mayor.

The Mayor personally replies toeach and every mail received anddirects appropriate offices for im-mediate action. An employee is alsoassigned to handle concerns raisedthrough the social media sites andto endorse complaints to concerneddepartments for proper response.

Through the 3S program, the cityincreased its revenues to PhP 1.74billion in 2011this is twice its in-

come in 2004. On the average,the annual income of the city grewby more than 25 percent annually,which has enabled the LGU to in-vest in infrastructure improvement,peace and order enhancement,educational program developmentand better health care delivery forits residents.

The city managed to construct ce-mented roads, school buildings, jail

houses, courtrooms, lying-in clinics,fully functional barangay healthcenters, day care centers, andwaste management facilities.

The Valenzuela government alsoprovided capacity developmenttraining for all its teachers anddeveloped teaching manuals andworkbooks for all learners. This en-abled students in the city to score

highest in the National AchievementTest (NAT) for NCR in 2011.

With investments in peace and or-der through capacity building ofthe police force and essential sup-port for protective services and the

Katarungang Pambarangay, the citywas able to reduce crime incidenceand amicably settle most interper-sonal disputes.

In terms of health care delivery, Va-lenzuelas system includes qualityprimary health care, quality mater-nal and child care, and health insur-ance for indigent families. The cityis also constructing the West Emer-gency Hospital and Dialysis Center

to cater to poor families. Moreover,it also fields a Mobile Health Clinicand a Mobile Pharmacy to respondto the needs of poor families.

To ensure the sustainability of the3S program, the LGU is now in themidst of issuing the relevant sup-porting legislation. It is now alsomentoring other cities which plan toadopt the program.



Mandaluyong City

TEACH the Special Children

CONTACT

Mayor Benjamin C. Abalos, Jr.

Tel. Nos. (02) 532-2332, (02) 532-2224


Raising children is alreadyhard enough. Raising chil-dren with special needs en-tails sacrifice, tons of patience and

deep pockets. Children with specialneeds pose great challenges to in-digent families as the costs of qual-ity therapy and education are oftenbeyond their reach. The shortage ofcompetent developmental pediatri-cians, special education teachers,and therapists, makes access tothese services even more difficult.

To help indigent families who have

children with special needs, the lo-cal government of MandaluyongCity spearheaded the conceptual-ization and implementation of Proj-ect Therapy, Education and Assimi-

lation of Children with Handicap(TEACH). This is a community-basedrehabilitation program that directlybenefits children with disabilities in

depressed areas. It is a joint projectwith the Rehabilitation and Empow-erment of Adults and Children withHandicap (REACH) Foundation Inc.,a non-stock, non-profit organizationbased in Mandaluyong City.

The direct beneficiaries of this proj-ect are at least 600 children withdevelopmental conditions such asIntellectual Deficiency, Cerebral

Palsy, Autism and Down Syndrome.To give priority to the poor, thefamilies of the special children arescreened by the DSWD. If eligible,these children are then referred topartner specialists such as develop-mental pediatricians and psycholo-gists for proper diagnosis. Once achild is diagnosed, proper interven-

tions are provided by the appropri-ate agencies.

Project TEACH also showcases how

a local government unit can col-laborate with the private sectorand other agencies. For instance,the REACH Foundation, Inc. and thelocal government of MandaluyongCity collaborate in funding, concep-tualizing, planning and implement-ing the program. Among the otherpartner organizations involved arethe Department of Social Welfareand Development, and the Man-

daluyong Center for AlternativeRehabilitation and Educational Ser-vices (Mandaluyong CARES).

Empowerment and transfer ofknowledge is emphasized. Expertsare hired to teach essential com-petencies to lay people and localprofessionals. For example, de-



velopmental pediatricians conductlong-term training for the city gov-ernments doctors.

The parents of beneficiaries areexpected to render volunteer workas their counterpart to the free ser-

vices. They enlist in working commit-teesi.e. housekeeping, programssupport, information dissemination,family supportthat match theirinterests and skills.

Playing a crucial role in ProjectTEACH are 27 lay Community Re-habilitation and Education Work-ers (CREW) who underwent rigor-ous training to help professionalsimplement therapy and educational

programs for special children. Theyreceive a PhP4,000 monthly allow-ance. The CREW are composed oflay women from depressed areasin the city. A third of them are re-lated to special children.

By providing access to a network offree medical, rehabilitative, educa-tional and related services, ProjectTEACH helps enable special children

to become integrated and produc-tive members of society. Numerouscommunity education programs arealso conducted to dispel misconcep-tions. Capability building activitiesare provided to help governmentdoctors, public school teachers, so-cial workers and barangay healthworkers become more effectivein caring for children with specialneeds.

To sustain these initiatives, an inter-agency committee was formed todevelop an innovative and cost-ef-fective service delivery frameworkthat effectively streamlined ser-vices. This committee meets at leastonce a month to evaluate ProjectTEACHs programs and to discussways to enhance the program.

Objective assessments administeredby consultant diagnosticians indicatethat the program has improved thecapacities of beneficiaries. The bulkof the children can now participatemore competently in activities relat-ed to self-help, home management,

school, play, and leisure. In the qual-ity assurance survey conducted byProject TEACH in March 2012, 98%of the parent respondents observedskills improvement in their childrenand all of them felt that the inter-ventions were appropriate. More-over, all the parent respondentsexpressed satisfaction over servicesdelivery. Since it was established inSeptember 2007, Project TEACHhas rendered free diagnostic, ther-

apy, SPED tutorial, bridging andpre-vocational training services withthe monetary equivalence of aboutPhP14 million.

Mandaluyong City has placedat least 26 special students in themainstreaming or inclusion programin five of its public schools. To main-tain good standards in mainstream-ing and inclusion, Project TEACH has

developed implementing rules andguidelines that have been recentlytaught to guidance teachers of 18out of the Citys 21 public schools.

In the coming years, Project TEACHinclusion and mainstreaming proto-cols will be fully implemented in allthe Citys public schools.

This community-

based rehabilitation

program has helped

enhance the skills of

children with

disabilities in

depressed areas.



Mandaluyong City

Garden of Life Acemetery dubbed as aGarden of Life Park mayappear ironic at first but an

informed awareness of its transfor-mation would soon elicit awe.

The old Mandaluyong City cem-

etery had a carrying capacity ofonly 7,717 units for interment. Yetthe total number of burials hadreached 19,405. The cemeterysopen spaces were sacrificed to ac-commodate burials that during AllSaints Day, the cemetery becomesso congested. The mandatory ex-humations done every five yearshad also contributed to storageproblems for the remains. More-over, the upkeep and maintenance

of the cemetery and the provisionof subsidized services had resultedin tremendous income losses for thecity.

This prompted the MandaluyongCity LGU to craft a Master Plan forthe redevelopment of the cemetery.The Garden of Life Park (GLP) wasconceptualized as a one-stop-shop project that entailed a 4-C

approachi.e. cemetery, colum-barium, crematorium, and chapelall rolled into one. To prevent fu-ture congestion, the LGU exhortedthe clients to favor cremation.

Consultations and education cam-paigns were conducted to elicitsupport and cooperation from thecommunity. Financial assistance wasprovided to informal settlers in theold cemetery to help them transfer

to other lodgings. In addition, ex-perts were consulted to ensure thatthe crematorium will be compliantwith environmental and sanitationstandards.

The new cemetery now comprises5,744 apartment niches, 1,720bone crypts, and 253 privateapartments. Meanwhile, Columbar-

The city government converted adirty, congested public cemetery

into an environment-friendly

and income generating facility.



ium 1 has 2,990 ossuaries in vaultand Columbarium 2 has 1,025.Through the project, the LGU is nowmore capable of providing decentburial and affordable services forindigent families while generatingadditional income for the city.

Supporting legislation provides sev-eral payment rates and categoriesdepending on the status of residentsor clients. The crematorium and thefuneral parlor offers low-cost andreasonably priced packaged ser-vices. Compared to other citieswhich charge between PhP8,000to PhP15,000 for cremation ser-vices from their residents, the GLPcharges only PhP8,000, and even

as low as PhP2,000 for indigent cityresidents. The low price has attract-ed clients outside the city includingother funeral services and cremato-riums and this has enabled the LGUto actually earn more revenue. TheGLP generated a total of PhP2.4million in its first year after it waslaunched in 2009. It earned PhP8.7million in 2010 and PhP9.8 millionin 2011.

By transforming the cemetery intoa park, the LGU also dispelled thenotion that a cemetery is an eerieplace. It has practically becomean eco-tourism facility, with visitorscoming from as far as Olongapo,Davao, Bulacan, Iloilo, Negros, Leyte,Sorsogon and Australia. Many areinterested in learning how the CityGovernment was able to converta once congested public cemetery

into an environment-friendly andincome generating facility.

CONTACT

Mayor Benjamin C. Abalos, Jr.

Tel. Nos. (02) 532-2332, (02) 532-2224




Barangay Poblacion, Tupi, South Cotabato

Barangay Governance Plus

CONTACT

Punong Barangay Joselito G. Yabut

Tel. No. (083) 8220029


Barangay LGUs are perceivedto be mainly concerned withlocal conflict mediation andthe issuance of various certificates.Yet Barangay Poblacion breaksaway from this mold.

In 2006, the barangay LGU con-ceptualized a program which theypresently call Laging Listo angBarangay Ko. The program hasseven paths of barangay goalsand objectives: child-friendly gov-ernance; healthy and vibrant com-munity; socio-economic upliftment;

environmental protection and pres-ervation; community preparedness;responsive barangay governance;and the barangay as a laboratorybarangay and lakbay-aral desti-nation.

To attain responsive governance, theLGU implemented the Barangaysa Purok in 2010 to provide as-sistance to 25 puroks. This allowed

people living in far-fl

ung areas togain access to government servicessuch as issuance of certificates, andat the same time allowed the LGUto collect data and tax payments.The officials also help form sectoralorganizations for women, elderlyand differently-abled to encour-age community participation.

The LGU also conducts medicalmissions as well as reading ses-

sions and supplemental feeding forthe children under Isip na Busog,Kataway Malusog. The officialsalso bring with them a mobile li-brary dubbed as Kariton Library.

Through the Magtanong sa Pama-halaan, purok residents are givena chance to raise issues and con-cerns. This enabled the LGU to be

The LGU officials and

staff put up

temporary kiosks

that serve as their

offices in the puroks

in a bid to bring

government services

closer to the people.



more responsive to the needs ofthe constituents. In 2011, a total of585 patients were given medicalcheck-ups and free medicines. Also,58 residents were registered in thecensus and given birth certificates.

Disaster Risk Reduction and Man-

agement also became a concernof the whole community. Even thewomen and the children participat-ed in mapping disaster risk areasand planning disaster evacuationand rescue procedures.

The LGU also found ways to mo-bilize resources and to increase itsrevenue which allowed it to financeother development projects includ-ing the construction of a bigger ba-rangay hall and a day care cen-ter. It was also able to establish ariparian conservation area as partof its path to environmental protec-tion and preservation.

The barangay provided moreresidents with access to safe wa-ter. There is now also heightenedawareness about health and sani-tation. In terms of Child Care, it has

achieved a 95% accomplishmentrate in the number of fully immu-nized children. The Kariton Librarystimulated interest in reading booksamong the children and has encour-aged enrolment in day care centersin the barangay.

Continuity of the program evenbeyond the current administrationhas been ensured through legisla-tion. The program is now part of the

Barangay Development Plan andfunds are allocated for its imple-mentation. Earnings derived fromnumerous awards and recognitionhave also been re-channelled tothe program.

Today, Barangay Poblacion standsas the epitome of innovative andexcellent barangay governance.



Iloilo City

Dinagyang:Beyond Festivals

CONTACT

Mayor Jed Patrick E. Mabilog

Tel. No. (033) 3350689


The Dinagyang Festival hasemerged as the most popu-lar festival in the Philippines.Since its inception more than 40years ago, the festival has turnedinto a huge undertaking that en-tailed the creation of a tripartite

event management body.

In 2001, the Iloilo City governmentpartnered with the Iloilo Dinag-yang Foundation, Inc. (IDFI) to co-manage the festival. The Parish ofSan Jose formed the third party ofthe tripartite body. The City LGUprovides financial and public ser-vice support, the IDFI takes careof the administration and solicita-tion of sponsorships, and the Church

administers the liturgical activities.The LGU also provides services re-lated to security, sanitation, health,first aid, engineering and trafficmanagement. Its City Tourism andDevelopment Office serves as theFestival Secretariat. The terms ofreference is indicated in the Memo-randum of Agreement and the com-position of the working committeeis designated through an Executive

Order.

Dinagyang is held during the lastweek of January, and the plan-

Fostering year-long

community

participation and

promotion of

sustainable environ-mental and gover-

nance practices



ning and preparations for the nextevent take place soon after thefestival culminates. Dinagyang hasbecome a community activity whereschools, civic organizations, civil so-ciety, youth, professionals and thebarangay residents are involved in

making costumes and props and inpreparing the needs of the compet-ing IP tribes during rehearsals.

Workshops and trainings are con-ducted to help participants producequality performances and to orientushers and guides about courteous,hospitable behavior and proper in-formation dissemination. The LGUalso provides seminars for chore-ographers.

During the nightly practice, mem-bers of the community would gath-er in the school gym to contributemoney and food for the kids. Someprovide cooking utensils and helpdesign costumes, repair props,decorate headdresses, and paintrisers.

Traffic rerouting is carefully planned

to ensure the smoothfl

ow of ve-hicles, pedestrians and commuters.Before the festival, radio announce-ments and tarps posted in the af-fected roads inform motorists aboutthe traffic rerouting plan.

The Dinagyang coordinators encour-age activities that are environment-friendly. The number of vehicles inthe parade is kept to a minimum toreduce pollution. Participants are

urged to use recycled and recy-clable materials for the souvenirsand costumes. Hygienic portabletoilets are put-up in strategic areasand garbage collection is regularlyconducted to maintain cleanliness.Kiosk and stall operators are re-quired to provide garbage bagsand bins.

Beyond the celebrations, Dinag-yang has taken a new direction interms of its outreach program forthe indigenous people (Aeta). Itoffers scholarships, provides liveli-hood, and medical services to theAeta. The IDFI has set up funds for

their scholarship in college, whilethe City Government provides DayCare facilities, and takes care ofthe Aetas pre-school, elementaryand high school education. The IDFIalso provides financial assistancefor IP members in need of medicaland funeral services. Funds are al-located for the promotional travelof performers and technical sup-port staff. The Public EmploymentServices Office helps find jobs for

IPs. There is also a livelihood pro-gram for jobless IP members afterthe festival.

As part of the Dinagyang activities,the Cofradia of Santo Nio of theParish of San Jose conducts cat-echism and value formation train-ing. It also conducts a month-longfeeding program dubbed as Ar-rozcaldohan ni Seor Santo Nio for

children in the nearby barangays.The mobile kitchen of the Red Crossis tapped for cooking the food. Af-ter the festival, this project is turnedover to the Day Care Center in the

area with funding from varioussponsoring organizations and foodcompanies.

In a span of twelve years, Dinag-yang has developed into a worldclass act and an award winning

event. It was adjudged best tour-ism event for 2007, 2008, and2009 by the Association of TourismOfficers of the Philippines (ATOP)and elevated to the Hall of Famein 2010. More importantly, it wasrecognized as Best Practice in gov-ernment and private sector collab-oration by the Asian DevelopmentBank (ADB). The festival was evencommissioned by the United Na-tions Development Programme in

formulating the localization of theMillennium Development Goals. To-day, LGUs are taking a new lookat festivals as effective gover-nance tools.



Dumaguete City

Have Waste,

Well Manage!

CONTACT Mayor Manuel T. Sagarbarria

Tel. Nos. (035) 2251282, (035) 2253775

Fax No. (035) 4226336


Septage management systemsare practiced in many coun-tries whenever seweragesystems are not possible. However,in the Philippines, local governmentunits are not keen on establishinga septage management system for

lack of technical knowledge, limit-ed financial resources and the fail-ure to see the urgency of protect-ing water resources and the needfor clean water.

In 2004, the Clean Water Act wasenacted. It mandated that non-highly urbanized cities must estab-lish septage management systemsif sewerage systems are not avail-able. In that same year, Dumaguete

City was selected by the USAID asone of the pilot sites for the proj-ect on Local Initiatives for Afford-able Wastewater Treatment. Thisprompted a multi-sectoral groupto conduct a situational analysisof the city in terms of existing andpotential sources of wastewater,water resources at risk of contami-nation, local sanitation practicesand environmental management

ordinances.

An important issue raised by themulti-sectoral group was the riskto the citys ground water resourcefrom the approximately 20,000inappropriately constructed andmaintained septic tanks in the city.Ground water is the citys currentand sole source of water supply.Another concern was the unregu-lated and indiscriminate disposal

of raw and untreated septage. Thegroup recommended the establish-ment of a city-wide septage man-agement system as a priority en-



vironmental and sanitation programof the city government.

Subsequently, the city governmentenacted its Septage ManagementOrdinance in April 2006, whichmandated the proper design, con-

struction and maintenance of septictanks, regular desludging, treat-ment of septage, collection of userfee to recover capital and operat-ing costs, social marketing, informa-tion campaign and the creation of aseptage management authority.

In 2008, after completing detailedstudies and obtaining a clearanceand permit from the Department ofEnvironment and Natural Resources

and the Department of Health, thecity government started construct-ing the septage treatment plantusing the citys own developmentfund. Six months later, the city gov-ernment entered into a joint ventureagreement with the DumagueteCity Water District to implement theseptage management system. Theagreement stipulates equal sharingbetween the two parties in capital

and operating costs and any futureincome. It also directed the WaterDistrict to collect and transportseptage to the treatment plant,implement a septage user fee atthe rate of PhP2/cubic meter as anadd-on to the monthly water bill,and to maintain financial records.

Under the agreement, the city gov-ernment will take charge of con-structing, operating and maintain-

ing the septage treatment plant,which became fully operational inJune 2010. The septage treatmentplant is non-mechanized and relieson natural processes to stabilize andconvert septage into soil condition-ers, fertilizers and irrigation water.As of March 2012, a total of 6,711septic tanks of residences, business

establishments, schools and institu-tions have been desludged and30,525 cubic meters of septagehave been treated at the plant.LGUs outside Dumaguete havealso availed of the citys septagecollection and treatment services.Numerous representatives of LGUs,NGOs, schools, water districts andeven other countries have visitedthe citys septage treatment facil-ity and have expressed their desire

to replicate Dumaguete Citys sep-tage management system.

Dumaguete City is the first LGU toundertake the establishment of aseptage management system in thecountry. It is also the first to insti-tute a major and innovative jointundertaking with a water district to

protect and preserve its groundwa-ter resource. Today, Dumaguetesseptage management system hasemerged as a model of a viablelocal initiative for preserving valu-able water resource and protectingthe health of constituencies throughappropriate utilization of govern-ment funds, good governance, so-cial marketing and private sectorsupport.

The massive information campaigngenerated public awareness ofwater resource conservation andimproved sanitation practices. Theprogram also highlights the poten-tials of a positive and productiverelationship between a local gov-ernment unit and a government-owned and controlled corporation.It is proving to be technically andeconomically viable. It is estimatedthat in the next three years, the sep-tage management systems capitalcosts will be fully recovered andthe revenue generated will be re-turned to the community in the formof other environmental programsand projects.

Dumaguete Cityis the first LGU to

undertake the

establishment of a

septage management

system in the country.



Muntinlupa City

Bring Your Own Bag

Worried about a possiblerepeat of Typhoon On-doys torrential rainsthat submerged eight of Muntin-lupas barangays in September2009, Muntinlupa Citys govern-ment initiated a study to determinefactors that contributed to the in-tensity of Typhoon Ondoys impacton Muntinlupas infrastructure andgeneral populace. The study notedthat a large volume of plastic gar-bage clogging the citys waterwaysplayed a big part in preventing theflow of water, and exacerbatedflooding. This prompted the LGU topush for the passage of Ordinance

No. 10-109 prohibiting the use ofplastic bags on dry goods, regulat-ing its use on wet goods and pro-hibiting the use of styrofoam in thecity.

Enacted on January 18, 2010, thelaw also known as Bring-Your-Own-Bag/Bayong (BYOB) ordinance,gave a one-year moratorium for

business establishments and privateindividuals to comply with the ban.During this period, a comprehen-sive IEC campaign was conductedfor the benefit of all stakeholdersof the City. Activities included forawith business owners, orientations inschools and villages, distribution offlyers, installation of billboards andposters, publication of informationon the LGUs newsletter, as well aspostings on the Citys website. Strictenforcement of the ordinance com-menced on January 18, 2011.

Ordinance 10-109 only coversplastic bags (LDPE) and styrofoam/

styrophor because these are verydifficult and costly to recycle. More-over, it takes a long time for thesaid materials to decompose, whichis why minimizing their presence inthe waste stream would do muchgood for the environment as well.

Environmental enforcers fromMuntinlupas Environmental Sani-

tation Center (ESC) regularly con-duct inspection of establishmentsthroughout the city. Those foundviolating the ordinance are issuedan Environmental Violation Receiptand, depending on the frequencyof the offense, are imposed with

fines ranging from PhP500 for the1st offense to PhP2,500 for the 3rdoffense. After the 3rd offense, theESC endorses closure of the estab-lishment to the Business Permits andLicensing Office (BPLO). The latterthen serves the closure order to therecipient and cancels the latterslicense to operate for a period ofone year.

Parallel to the strict enforcement of

the prohibition of the sale and com-mercial use of plastic bags and sty-rofoam/styrophor packaging is thepromotion of alternative packag-ing materials that are sustainable.All sectors that generate plastictrashbusiness establishments, of-fices, homes, schools, churches andother institutionsare enjoined toutilize reusable bags made of eco-friendly, recyclable materials to

carry goods and other items.

In the first few months of implemen-tation after the moratorium, enforc-ers penalized over three hundredviolators. Several establishmentsincluding a McDonalds, KFC, andBread Talk branchwere even or-dered closed after incurring threeoffenses. As several months passedthough, the number of violationsdwindled considerably. From Janu-

ary to December 2011, only 631of the 12,978 registered businesseswere penalized, bringing the rateof compliance for the pilot year ofimplementation to 95%. In addition,a survey by the local governmenthas shown that this compliance hastranslated to an estimated reduc-tion of as much as 15 tons of plasticmaterials being disposed per day.



CONTACT

Mayor Aldrin L. San Pedro

Tel. No. (02) 8621712

[email protected]

The greatest positive impact ofthe BYOB program can be seenin how people in Muntinlupa haveadjusted their lifestyles and habitsin complying with the prohibition.Now they either bring their own re-usable bags or purchase them. In

some instances wherein the goodsare placed in plastic, the buyersthemselves reprimand the storestaff or owner, refusing to acceptthe use of the prohibited material.

The citys plastic ban has beenlauded by agencies like the DENRand the DILG. Likewise, it hasearned the support of environmen-tal groups such as Mother Earth andEcoWaste Coalition for showing

that such a program is practicableand can be successful. The MMDAhas even encouraged the rest ofMetro Manila to emulate Muntin-lupas example, even as Ordinance10-109 continues to be looked atas a model legislation for LGUs inthe country.

The BYOB ordinanceis a model legislation

for LGUs in

the country.



San Jose City

Farmer Entrepreneurship Program

CONTACT

Mayor Marivic V. Belena

Tel. No. (044) 5111978


L

inking small farmers directlyto major buyers of agriculturalproduce helps ensure better

prices and earnings for the former.In 2008, the Local Government Unitof San Jose City ventured into a tie-up with Jollibee Foundation (JF) fora pilot project that would help theonion farmers of San Jose.

The Project was dubbed as Farm-ers Entrepreneurship Program:Bridging Farmers to the CorporateSupply Chain. It aimed to link smallonion farmers to Jollibees supplychain so that they can have a morestable market and obtain a goodprice for their produce. The smallfarmers were trained on simplefarming technologies that would in-crease productivity and efficiency.They also entered into partnershipwith microfinance institutions to de-velop appropriate models of ag-ricultural loans such as productionfinancing and trade financing. Gov-

ernment Agencies (DA, PhilMech,PhilRice) and NGOs were tappedfor various technical and materialneeds.

To comply with quality and volumerequirements of Jollibee FoodsCorporation (JFC), they attendedworkshops and field exposures onmodern, organic and sustainablefarming systems.

Initially, 15 onion farmers from eachbarangay were organized into two

clusters and later formed the Kala-sag Farmers Producers Cooperative(KFPC). The LGU provided logis-

tic support such as transportation,venues and meals for conferences,meetings and other activities. TheCatholic Relief Services took careof the capability-building compo-nent, while the National LivelihoodDevelopment Council facilitatedaccess to low-interest loans throughits conduit Alalay sa Kaunlaran, Inc.JF linked the farmers to JFC to beonion suppliers. Intensive training onproduction, product handling, pricenegotiation, organizational man-agement (accounting, bookkeep-ing) and leadership transformedthe farmers into entrepreneurs.

KFPCs first successful delivery toJFC was in March 2009. San Josesfarmers impressed JFC with only0.17% reject rate out of the initialvolume of 60 metric tons of whiteonion. In 2010, deliveries to Jolli-

bee totalled 235 MT. In 2011, thisfurther increased to 245 MT, en-abling them to earn a gross incomeof PhP7.3 million. At present, theyare also supplying to other consoli-dators like CDO and private trad-ers.

Previously, the small onion farm-ers suffered from a negative netincome of PhP2,070.13 per har-vest season. Under the project, the

farmers were able to increase theirfarm income by around 18% with45% of this amount gained fromthe higher buying price offeredby JFC compared to local buyers.This enabled some KALASAG farm-ers to renovate their houses andredeem pawned farmlands. About180 previously unemployed women

and men also earned income frompeeling white onions that were de-livered to JFC. On the average,

each peeler earned PhP288/dayduring the harvest season fromApril to June.

Successful deliveries and increasedincome enabled KFPC to increaseits assets. The cooperative was ableto buy farm machineries and equip-ment through grants and loans.These assets include a PhP2M-worth refrigerated truck (with trac-tor head), a seedling screen house,a cold storage van, a reefer truckand plastic crates.

The newly transformed farmer-entrepreneurs became skilled innegotiating with corporations likeJFC and are now able to enterinto formal contracts with other in-stitutional markets by themselves.KFPC was empowered when theygrouped themselves into agro-en-

terprise clusters and eventually intoa cooperative for the purpose ofconsolidating supply and poolingtransport logistics. The farmers arenow actively participating in collec-tive production-led activities.

The success of the KFPC farmers ofSan Jose has inspired other farm-ers. Since 2009, KFPC was visitedby farmers from Pangasinan, IlocosSur, Mindanao, Tarlac Province and

other agencies. KFPCs Managerwas recognized as MagsasakaSiyentista for his scientific exper-tise on white onion and KFPC wasawarded as Most Promising Coop-erative in the City. KFPCs successhas made San Jose City a placewhere high quality onion is pro-duced.



Small farmers were

linked to Jollibees

supply chain for a

more stable marketand better prices.



CO

NTACT

Mayor Socrates M. Tuason

Tel. No. (056) 582-0781


CONTACT Governor David C. Suarez

Tel. No.: (042) 3736007; 3736008

E-mails: [email protected][email protected]

Dynamite fishing was a big problem for MasbateCity as it was doing almost irreparable damage tocoastal resources. In 2001, the Masbate LGU be-

gan to draw-up and strictly implement a Coastal ResourceManagement program. It sent its personnel to select coastalmunicipalities to learn how to properly implement such aprogram and mobilized the communities in designing andmanaging it. Under the program, marine sanctuaries weredesignated and a mangrove park was established. Thefisherfolk and women were organized into associations thatwere also tasked to help maintain and guard the sanctuar-ies and the mangrove park. Since 2002, there have been noreports of dynamite fishing within the municipal waters ac-cording to the Masbate City PNP. As a result of the coopera-tive efforts of the LGU and the people, Masbates marinesanctuaries are ranked today as the most protected andhighly resilient to climate change.

Poor families rarely avail of the services of formalhealth facilities because they do not have the requiredresources. The Quezon Provincial LGU came up withthe Lingap Kalusugan sa Barangay or the Barangay Health

Assistance program to improve the indigent families accessto health services. Basically, the program entails the distribu-tion of coupons to identified indigent families, with the assis-tance of informal leaders assigned by the barangay LGUs.The beneficiaries use the health coupons as full or partialpayment for medical services at the hospitals. The ProvincialGovernment then replenishes the community hospitals basedon medical expenses covered by the health coupons.

The distribution of coupons instead of actual cash to benefi-ciaries ensures that these are not allocated for purposes oth-er than addressing medical and health needs. It also reduces

the potential for corruption at the barangay level. There isalso no transfer of cash between the Provincial Governmentand the community hospitalsthe LGU simply replenishesthe medicines and helps improve the hospitals facilities. In2011, the Provincial Government distributed PhP62 millionworth of coupons, of which PhP46.8 million was turned overby the hospitals; this translates to a utilization rate of 78%.

2012 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

Masbate City

Coastal Resource Management

Quezon Province

Coupons for the Indigents Medical Services



CONTACT

Mayor Aly A. Arquillano


CONTACT

Governor Arthur Y. Pingoy, Jr.

Tel. Nos. (083) 2283754, (083) 2282620



Municipality of San Francisco, Cebu

Purok System to Empower People

It was the Department of Education that first organizedpuroks or groups in the different barangays as a supportsystem for its programs. The San Francisco Municipal LGUtapped these puroks and turned them into peoples organi-zations that later became its active partners in the pursuitof good governance. This program was institutionalized in2007 through a municipal ordinance, and it was dubbed asthe SanFran System. The system enabled the LGU to mobilizepractically the entire population of the municipality in imple-menting its myriad programs such as solid waste manage-ment, environmental protection and disaster risk reduction.

The municipality has now transformed itself into a model forthose who wish to become resilient communities.

South Cotabato

Sanitary Landfill

Local governments find it difficult to comply with the Eco-

logical Solid Waste Management Act of 2000 becausethey often lack the resources to put up a Sanitary Land-

fill (SLF) disposal facility. But South Cotabatos provincialLGU was able to hurdle the problem by institutionalizing aclustering system.

In 2008, six municipal LGUs signed a Memorandum ofAgreement with the provincial LGU to establish an SLF thatcan be shared by a cluster of LGUs. Under the agreement,the provincial LGU provides financial and technical supportfor the construction of the shared facility. The member LGUspay the host LGU tipping fees that cover the cost of operat-ing and maintaining the facility. By sharing a facility anddistributing the cost to operate and maintain the SLF, eachLGU was able to comply with RA 9003 at the least possiblecost. The total investment cost incurred for the developmentof the first cell amounted to PhP12.2 millionPhP5.7 millionwas shouldered by the municipal government of Surallahwhile the remaining PhP6.5 million was provided by the pro-vincial government of South Cotabato. The construction ofthe Cluster SLF started last October 2009. It started opera-tions last June 24, 2011.



CONTACT

Mayor Rey T. UyTel. Nos. (084) 2173688, (084) 2181957


CONTACT

Mayor Rodel N. dela Cruz

Tel. No. (02) 6505378



Tagum City

Care for School Chairs

Executive Order 23 mandated the Department of En-vironment and Natural Resources to turn-over all con-fiscated logs to the Department of Education, which

in turn will fabricate these into school furniture. Aware ofTagum City LGUs fabrication capability, the DepEd depos-ited the confiscated lumber in Tagums sprawling city mo-torpool. The Tagum City LGU called on the citizens and thebusiness sector to provide paint, construction materials, andlabor for the project so that it could reduce expenses andhasten production. Answering the call were an army of vol-unteers from the ranks of government employees, membersof civic society organizations, international organizations,academic institutions and individuals who trooped to the mo-

torpool even on weekends. This enabled the weekly produc-tion of 1,500 chairs and savings of PhP58 pesos/chair forthe LGU. Production was more than enough for the schoolsin Tagum, and this prompted the LGU to supply free schoolfurniture to different schools (especially those in far-flungareas) of Davao Region, including one school in Talisay, Ba-tangas, three schools in Camiling, Tarlac and one school inSt. Bernard, Southern Leyte. As of July 17, 2012, a total of56,412 pieces of school furniture have been delivered bythe Local Government of Tagum.

Municipality of Teresa

From Waste to Concrete Products

The Municipal LGU of Teresa launched an IEC campaignin 2005 to introduce and promote its Integrated SolidWaste Management Program to its communities. Theresidents has since adopted the program into their every-day life and now practice waste segregation. The compli-ance performance of barangays and schools are regularlymonitored and their ranking is posted in public places andannounced during masses at the church.

Central to the program is the Integrated Solid Waste Man-agement Facility (ISWMF). This 2,000-sq.m. facility has

grown from a makeshift structure into a well-stocked com-plex that houses a waste receiving area, a hazardous wastearea, a mechanized composting area with an averagemonthly output of 8 tons, and a processing center for residu-al waste where 400 kg/day of pulverized residual waste isused in making concrete products. The facility also houses anoffice, a training-conference center, a wellness center, andan organic garden and fishpond. There are about 35 to 40part-time and full-time staff employed at the ISWMF. Theprogram has earned numerous accolades since its implemen-tation in 2005.



2012 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

BENEDICTO ERNESTO BITONIO, JR.

is a private law practitioner and con-sultant. He is also professor at the UPCollege of Law and the UP GraduateSchool of Labor and Industrial Rela-tions. Before he retired to become aprivate citizen, he had a long stint withthe government, including as AssistantSecretary and Undersecretary of La-bor, Chairman of the National LaborRelations Commission, and ExecutiveVice President and Head of the De-velopment Sector of the Development

Bank of the Philippines. He holds de-grees in bachelor of arts and bachelorof laws from the UP, and a mastersdegree in public management from theNational University of Singapore.

VICTOR GERARDO BULATAO rep-resents agrarian reform beneficiariesand serves as an Independent Directorin the Board of the Land Bank of thePhilippines, the leading lender to lo-cal government units, as well as smallfarmers and fishers. He continues to

be active in NGOs pursuing participa-tory local governance in 200 rural ba-rangays. In the 1980s and 1990s heserved in the Department of AgrarianReform in various capacities, the last asUndersecretary for Field Operationsand Support Services.

EDNA ESTIFANIA CO is currentlydean and professor at the University

of the Philippines National Collegeof Public Administration and Gover-nance (UPNCPAG). She is holder of theManuel A. Roxas Professorial Chair for2012. She was visiting research fellowat the Institute for Policy and Develop-ment Management at the University ofManchester in England in 2003. Sincethen, she led a team that initiated thePhilippine Democracy Assessment andwhich is linked to the International In-stitute for Democracy and Electoral As-sistance (International IDEA) based in

Stockholm, Sweden.

MA. NIEVES CONFESOR serves asChairperson of the Galing Pook Foun-dation as well as the Kaunlaran ngManggagawang Pilipino, Inc. She isExecutive Director of the AIM-TeaMEnergy Center for Bridging Leader-ship, a research and training centerfor leadership development at theAsian Institute of Management (AIM),and also faculty with special researchand training focus. She had served as

Secretary of Labor and Employment,as well as consultant/trustee to vari-ous companies, educational institutions,and multi-lateral organizations. Shehas also served as Chairperson of theGovernment Panel negotiating with theCPP-NDF-NPA.

RAFAEL COSCOLLUELA is the Na-tional President of the Confederation

of Sugar Producers Associations, Inc.(CONFED) for 2012-2014. He alsoserved as Administrator of the SugarRegulatory Administration, Vice Chair-man of the National Biofuel Board andChairman of the Philippine Sugar Cor-poration. He was Presidential Adviseron Cooperatives and Presidential Ad-viser for Western Visayas after servingas Governor of Negros Occidental forthree consecutive terms, during whichtime the province garnered two GalingPook Awards.

REX VICTOR CRUZ is currently a Pro-fessor 12 and Scientist 2 at UP Los Ba-os. From 1994 to 2000 he served asthe Director of the UPLB-CFNR ForestryDevelopment Center after which he be-came the Director of the UPLB Environ-mental Forestry Programme, a post heholds to date. Concurrently he servesas the Chancellor of UP Los Baos. Hewas part of the UN IntergovernmentalPanel on Climate Change from 1992to 1995; 1997 to 2000; and 2004 to

2007 co-authoring climate change im-pacts and adaptation assessment andtechnical reports.

MA. LOURDES FERNANDO is cur-rently the Vice-Chairperson of theGaling Pook Foundation. She served asan award-winning Mayor of MarikinaCity from July 2001 to June 2010. Un-der her leadership, Marikina City wasjudged as one of the most competitivemetropolitan cities in the Philippines.She is also a Founding Chair of the Alli-ance for Healthy Cities. She was votedamong top ten world mayors duringher term in office and continues to ad-vocate for womens issues and goodgovernance.

JAIME GALVEZ TAN is a Professor ofthe University of the Philippines Col-lege of Medicine; and the Presidentof Health Futures Foundation, Inc. Hewas Vice Chancellor for Research of



the University of the Philippines Manilaand Executive Director of the National

Institutes of Health Philippines 2002-2005. He served as Regional Adviserin Health and Nutrition for East Asiaand the Pacific Region of UNICEF inBangkok in 1996. He served the Phil-ippine Department of Health as Sec-retary in 1995 and as Undersecretaryand Chief of Staff from 1992-94.

JOSE RENE GAYO, DBA is the Execu-tive Director of the MFI Farm BusinessInstitute and President of the Founda-tions for People Development. He was

the Executive Director of PAREF South-ridge School in Alabang and was theFounding Dean of the School of Man-agement, University of Asia and thePacific. His academic interests includeagricultural and rural development,agribusiness, management of NGOs,and environmental issues.

ELISEA GOZUN is the PresidentialAssistant II for Climate Change. Sheserved as Secretary of the Departmentof Environment and Natural Resources

from December 2002 to September2004. Before rejoining the govern-ment, she chaired and was President ofthe Earth Day Network Philippines, amovement which aims to make caringfor mother earth the concern of all. Shewas also the Program Director for theenvironment of Gawad Kalinga andthe Project Director of the City Devel-opment Strategy (CDS) project of Cit-ies Alliance with League of Cities of thePhilippines.

MILWIDA GUEVARA is President ofSynergeia Foundation with a mission toenable every Filipino child to completeelementary education. She served asUndersecretary in the Department ofFinance, Republic of the Philippines,responsible for revenue generationand tax reforms. Her career path in-cludes serving as a Tax Advisor of theInternational Monetary Fund, Program

Officer of the Ford Foundation, andFaculty Member, Ateneo Graduate

School of Government. For her integ-rity, excellence in public finance, andher leadership in improving the qualityof basic education, she was conferredthe 2nd Gawad Haydee Yorac Awardin 2008.

VINCENT LAZATIN is the ExecutiveDirector of the Transparency and Ac-countability Network (TAN), a Philip-pine-based network of 25 civil societyorganizations, non-governmental orga-nizations, and academic and research

institutions focusing on transparencyand accountability in governance. Heis also the current chairman of the CivilSociety Coalition for the UN Conven-tion against Corruption, based in Ber-lin, Germany. Mr. Lazatin was recentlyelected to the Board of Trustees of theGaling Pook Foundation.

TONY LOPEZ is the president, editorand publisher of BizNewsAsia, the Phil-ippines largest weekly business andnews magazine. He writes a column

Tuesdays and Thursdays for the Ma-nila Times and hosts a weekly TV show,BizNewsAsia Thursdays, 8 p.m. on PTVChannel 4. He was business editor ofThe Times Journal, senior correspondentfor 25 years of Asiaweek Ltd. (the TimeWarner subsidiary in Hongkong), anda correspondent of The Mainichi (Ja-pans oldest daily) and major GermanTV stations ZDF and ARD.

MARY JANE ORTEGA is the first Filipi-na to receive the United Nations Scrollof Honour Award from UN Habitat in2000 and the Konrad Adenauer Meri-torious Award for Excellence in 2003.A teacher, manager, leader she waselected Mayor of the City of San Fer-nando for three terms (1998-2007),member of UN Advisory Council of Lo-cal Authorities (2000-2007), was elect-ed Secretary General of CITYNET, anorganization of human settlements in

Asia Pacific (2009-2013), and recentlyelected Vice President of Internation-

al Council of Environmental Initiatives(ICLEI).

EMMA PORIO is Professor of Sociol-ogy and chairperson of the Depart-ment of Sociology and Anthropology,School of Social Sciences of the Ateneode Manila University. She is on the Ex-ecutive Council of the International So-ciological Association (Madrid, Spain),Global Development Network (Wash-ington D.C.) and edits the PhilippineSociological Review (Journal-on-Line).

Dr. Porio has done extensive researchand published widely in internationallypeer-reviewed journals on develop-ment issues related to urban gover-nance, children, women, housing, pov-erty and climate change.

MARIVEL SACENDONCILLO is the Ex-ecutive Director of the Local Govern-ment Academy and the President ofthe Local Government Training and Re-search Institutes Philippine Network(LOGOTRI-PhilNet). Her areas of com-

petence include local governance andcapability building, strategic manage-ment, institutional development, partici-patory assessment, poverty reduction,and community-based resource man-agement, among many others.

VERONICA VILLAVICENCIO has de-voted her career and professionalwork to building knowledge and prac-tice on social development and changemanagement. She has led Philippineorganizations primarily in developmentfinancing programs for poverty reduc-tion, in which she harnessed her man-agement skills in strategic planning,organizing, monitoring and evaluationof development and resource man-agement projects. She has served asSecretary and Lead Convenor of theNational Anti-Poverty Commission andas Executive Director of the Peace andEquity Foundation.



Eddie Dorotan, MD, MPA Executive Director

Lorenzo Ubalde, MDM Program Officer

Adrian Adove Program OfficerMarie Guzman Administration and Finance Officer

Monette Montemayor Program Assistant

Edith Ramos Administration and Finance Assistant

Christine Beltran Administrative Assistant

Secretariat

Board of Trustees

CONTACT Galing Pook Foundation

25 Mahusay cor. Malinis Sts. UP Village, Diliman, Quezon City

Tel. Nos. (+632) 4334731 to 32 , (+632) 9264136

www.galingpook.org

Ma. Nieves R. Confesor Chairperson. Executive Director,AIM-TeaM Energy Center for Bridging Leadership.

Ma. Lourdes C. Fernando Vice-Chairperson. FormerMayor, Marikina City.

Marivel C. Sacendoncillo Corporate Secretary. ExecutiveDirector, Local Government Academy.

Vincent T. Lazatin Treasurer. Executive Director, Transpar-

ency and Accountability Network.

Yasmin Busran Lao Trustee. Presidential Assistant for Mus-lim Concerns and Member of the Government PeacePanel, GPH-MILF Peace Negotiations.

Alex B. Brillantes, Jr. Trustee. Professor, National Collegeof Public Administration and Governance, University ofthe Philippines Diliman.

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

Jaime Z. Galvez Tan Trustee. President, Health FuturesFoundation.

Rafael L. Coscolluela Trustee. National President, Confed-eration of Sugar Producers Associations, Inc. (CON-FED).


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