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    Gantimpalang - Pang-Lingkod - Pook - 1994 Market Place

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    Jun Inabangan

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    1994 GANTIMPALANG PANG-LINGKOD POOK A Program to Recognize and Inspire ‘Outstanding Local Government Initiatives 1994 GALING POOK AWARDS 1994 GANTIMPALANG PANG-LINGKOD POOK “GALING POOK” AWARDS Ceremonial Hall, Malacanang Palace 28 June 1994 9:30 to 11:00 a.m. PROGRAMME AUDIO-VISUAL PRESENTATION: THE “GALING POOK” TWENTY PROGRAM FINALISTS NATIONAL ANTHEM ‘WELCOME REMARKS OVERVIEW OF THE “GALING POOK” AWARDS PRESENTATION OF THE AWARDS. TO THE TWENTY PROGRAM FINALISTS AND THE TEN OUTSTANDING PROGRAMS INTRODUCTION OF THE GUEST OF HONOR ADDRESS MR. FELIPE B. ALFONSO: President, Asian Institute of Management PROF. ALEJANDRINO J. FERRERIA Associate Dean, Development Management Program - AIM and “Galing Pook” Program Director HIS EXCELLENCY PRESIDENT FIDEL V. RAMOS assisted by HON. RAFAEL M. ALUNAN IIL MR. FELIPE B, ALFONSO HON. PATRICIA A. STO. TOMAS Chairperson, National Selection Committee HON. RAFAEL M. ALUNAN II] Secretary, Department of the Interior and Local Government and Chainman, Board of Trustees, Local Government Academy HIS EXCELLENCY FIDEL V. RAMOS President of the Republic of the Philippines Master of Ceremonies PROF. EDEL C. GUIZA Associate Director, “Galing Pook” Program 1994 GALING POOK AWARDS GAntimpalang Pang-LINGkod POOK (Galing Pook) A program to recognize and inspire outstanding local government initiatives The promulgation of the 1991 Local Government Code and the recent prolif- eration of civil society organizations at the local level have presented unprecedented Opportunities to promote good local governance. The challenges abound but the local officials have had little preparation, and in some cases insufficient resources, to properly respond to the changes required by the Code. Yet some local government units (LGUs) have found ways to work around the difficulties they have encountered, a feat that calls to be recognized. It is be- cause of this that GAntimpalang Pang-LINGkod POOK was created. Spearheaded by a National Selection Committee (NSC) and administered by the Development Management Program of the Asian Institute of Management (DMP- AIM) in cooperation with the Local Government Academy (LGA), Galing Pook ‘seeks to honor oustanding local government inilialives that have effectively ad- dressed the pressing social and economic issues in their communities, with the end view of inspiring our local government officials to replicate or draw ideas from the successful programs, Galing Pook, made possible through support funds provided by the Ford Foundation and the Canada Fund, was conducted using a selection process and criteria designed by the NSC. Selection Process The selection process started with either an application by a local govern- ment unit or a nomination. Nominators sent in the forms to AIM who, in turn, sent preliminary application forms to the nominated programs. Meanwhile, the nomi- nators received acknowledgment letters. The programs which directly applied were sent Part I and Part II of the application form. These were evaluated for eligibility. The eligibility requirements were: a) at least one year in operation as of December 31, 1993 and have shown measurable results; and b) the program was initiated, administered and operated by a local government unit in the municipal, city or provincial levels, Qualified programs were invited to complete a more exten- sive application form that included a letter of endorsement from the chief elected 1994 GALING POOK AWARDS official of the concerned local government unit. The meticulous screening process involved representatives from the government, NGOs, international funding agancies, the International Association of Professional Development Managers (IAPDM), the media, the academe, and the AIM faculty all working together to assist the NSC select the 20 finalists. All finalists were visited by site evaluators. The 20 finalists also went through an interview process. The NSC deliberations that followed de- cided the 10 outstanding programs. For the first year of Galing Pook Program, 244 out of 285 applications were found qualified. Breakdown is as follows: Cordillera Autonomous Region (CAR) - 8; Region I - 13; Region [I - 12; Region III - 20; Region IV - 37, National Capital Region (NCR) - 21; Region V - 8; Region VI - 15; Region VII - 15; Region VIII - 14, Region IX - 49; Region X - 27; Region XI - 12; and Region XII - 6, Selection Criteria At cach stage of the screening process, the programs were evaluated accord- ing to four basic criteria, These are: Effectiveness of Service Delivery. The extent to which the program had effec- tively addressed a pressing need and improved the quality of life of its intended clientele, Positive Socio-Economic and/or Environmental Impact. The ability of the pro- gram to significantly improve the social and material living conditions of its com- Mmunity, and to encourage the use of the environment in a sustainable and respon- sible manner. Promotion of People’s Empowerment. The extent the program has encouraged participation such that the various sectors of the community were involved in the process of improving local conditions. Transferability. The degree to which the program shows promise of inspiring successful replication by other local government units. 1994 GALING POOK AWARDS THE NATIONAL SELECTION COMMITTEE The National Selection Committee (NSC) is composed of a distinguished group of individuals from government, non-government organizations (NGOs), the acedeme, the business sector, and the media, They are: Hon. Patricia Sto. Tomas, chairperson of the NSC. Before assuming her posi- tion as Chairperson of the Civil Service Commission, Ms. Sto. Tomas was, at one time, undersecretary of the Department of Labor and Employment (DOLE), assistant secretary of the Department of Education, Culture and Sports (DECS), administrator of the Philipp.ne Overseas Employment Authority, and Chied Man- power Development Officer of the National Manpower and Youth Council (NMYC). She is likewise a board member of the Magsaysay Awards Foundation. Ms. Carolyn Arguillas. Ms. Arguillas is a respected journalist and the current Mindanao Bureau Chief of the Philippine Daily Inquirer. She is also the chairper- son of the Cooperative Media of Mindanao, a member of the election committee of the Cooperative Federation of Davao City, and secretary of Project Rain Tree. Dr. ALex Brillantes, Jr. is the Executive Director of the Local Government Acad- emy (LGA), and an associate professor from the University of the Philippines (UP) College of Public Administration. Dr, Erlinda Burton, a noted anthropologist, and currently the Deputy Director of the Research Institute for Mindanao Culture (RIMCU) of Xavier University in Cagayan de Oro City. She is also a full professor of the Department of Sociology and Anthropology. Mr. Rene Garrucho. Before his present post as adviser of the Canadian Inter- * national Development Agency (CIDA)-funded Local Government Support Program. for Region XII and ARMM, Mr, Garrucho was executive director of the South Cotabato Foundation, Inc. (SCFI),. He was likewise a member of the executive com- mittee of the Davao Provincial Development Council, PHILDHRRA, Association of Foundations (AF), Mindanao Development Project Board, and PACAP. Ms. Melinda Quintos-de Jesus, is the Executive Director of the Center for Media Freedom and Responsibility (CMFR), formerly known as the National Me- dia Council. She is also the the editor of the Philippine Journalism Review, a quar- terly journal on the Philippine press. Her 25 years’ involvement in media has seen her as a seasoned columnist, radio and TV commentator and host, editorial writer, managing editor and executive producer. 1994 GALING POOK AWARDS Hon, Daniel Lacson, a former governor of the province of Negros Occidental and chairman of the Provincial Development Council, Mr. Lacson is presently the chair- man of the Presidential Council for Countryside Development (PCCD), presidental consultant for Rural Development, and chairman of the Philippine National Bank Atty. Aquilino Pimentel, Jr is popularly known as the “Father of the Local Gov- ernment Code of 1991.” He was a former senator, serving a five-year term, and a former mayor ousted by the Marcos government in 182 but was reinstated through “people power” demonstrations. Likewise a former minister of Local Government, he is presently a senior partner of Aquilino Pimentel, Jr. and Associates. Dr. Percy Sajise, president of the Ecology Foundation of the Philippines and chair- man of the National Environmental Task Force of the Philippines Council for Agri- culture and Resources Research and Development (PCARRD), is also a noted ex- pert in the field of environmental policy, science and management. Dr. Sajise was former director of the University of the Philippines Los Banos (UPLB) Institute of Environment Science and Management and currently heads its Upland Division. Hon. Oscar Santos is the presidential Peace Adviser and chairman of the National Amnesty Commission. Prior to this, he was a noted member of the House of Representatives as representative of Quezon. Prof. Purita Sanchez, a nursing professor at the University of the Philippines in Cebu, is presently the president of Bukluran Para sa Kalusugan ng Sambayanan (Cebu Chapter). She is likewise the secretary of Woman Health Philippines ad member of the Board of Directors of Cebu City Medical Center. Hon. Aniceto M. Sobrepena is the current Deputy Director General (DDG) for Regional Development in the National Economie Development Authority (NEDA). During the term of President Corazon Aquino, he served in Malacanang as Cabinet Undersecretary and Head of the Presidential Management Staff. Dr. Proserpina Tapales, currently the dean of the College of Public Administration (CPA) of the University of the Philippines (UP), was the former director of the UP CPA Local Government Center. Ms. Aurora Tolentino is presenily the executive director of the Philippine Business for Social Progress (PBSP). Aside from being a member of the governing board of the Caucus of Development NGO Networks (CODE-NGO) which consists of ten major development NGO networks countrywide, she also represent the NGO sector in the Australia-Philippine NGO Program, AIDAB, Philippine NGO Council, and the Philippine Development Assistance Program (PDAP). POOK AWARDS ASIAN INSTITUTE OF MANAGEMENT THE ASIAN INSTITUTE OF MANAGEMENT The Asian Institute of Management (AIM) is aninternational, privately- Supported graduate school of advanced management education established in 1968. Its primary purpose then was to serve as a school of management catering to the private sector, thus all its activities were centered on enterprise management, In 1975, the Institute responded to the rapid changes occurring around the world by creating a research program on rural development. Through the years, the research program has evolved into a series of development executive programs and a full-time master’s program in development management, dealing with such areas as alternative public policy administration, agrarian reform, poverty alleviation, arca development planing and organizational development AIM maintains full-time, practitioner-oriented faculty with significant experience in the management of Asian enterprises, government and’ non- government organizations. AIM is directed by the dean of the Institute, Prof. Francisco P. Bernardo, Jr. He is supported by five associate deans. Prof. Felipe Alfonso, the president, functions as the Chief Executive Officer. AIM is governed. by a board of trustees and a board of governors headed by Mr. Washington Sycip and Mr. Jose Cuisia. 1994 GALING POOK AWARDS A. Repco the Ptippinne Departmentof Intertor & Local Government Local Government Academy THE LOCAL GOVERNMENT ACADEMY The Local Government Academy (LGA) was created through Exécutive Order 262 in 1988 which was affirmed by Republic Act 6975. It was established as a training arm of the Department of the Interior and Local Government (DILG) whose mandate is to coordinate, synchronize, rationalize and deliver training programs for local governments and the human resource development of the personnel of the local government sector of the DILG. ' It is committed to the vision of a national training resource for local governments and.a center of excellence that secks to develop a corps of competent and dedicated local government executives and functionaries in support of decentralization and local autonomy. To do this, it has launched an Integrated capability Building Program (ICBP) which was formally adopted through Presidential Proclamation 284. The LGA is governed by a Board of Trustees chaired by the DILG Secretary, ‘Sec. Rafael M. Alunan III. 1994 GALING POOK AWARDS te The 20 Galing Pook Finalists "Dhe program fined are arranged according te hele respectirt appicanen mamber Kaunlaran sa Pagkakaisa Program Contact person: Mr. Manuel Lapena, Bulacan Agro-Tech Center Provincial Capitol, Malolos, Bulacan Tel. # 791-0884 Partnership for Community Health Development Contaci person: Dr. Pablo Baldado, Municipal Health Officer Sulat, Eastem Samar LGU-NGO Parinership Program Contact person: Hon. Raul Mendoza, Municipal Mayor, Calumpit, Bulacan Tel. # 54-136 Cebu City Tax Computerization Contact person: Mr. Rene Sanapo, Secretary to the Mayor Project Request Monitoring Center (PRMC) Cebu City, Cebu Tel. # 95-424/95-465 Fax. 210-821 Cebu City Task Force on Streetchildren Contact person: ‘Mr. Rene Sanapo, Secretary to the Mayor, Project Request Monitoring Center (PRMC) ‘Cebu City, Cebu Tel, # 95-424/95-465 Fax: 210-821 Bantay Puerto Program Contact person: Mr, Antonio Romasanta Jr., Program Coordinator Office of the Mayor, New City Hall, Sta. Monica, Puerto Princesa Tel. # 20-28 Pilar Integrated Educational Support Program ‘Contaet person: Hon. Manuel Sia, Municipal Mayor Office of the Mayor, Pilar, Sorsogon Olongapo Solid Waste Management Program ‘Contact person: Mr. Dante Ramos, Program Director, Rizal Ave., West Bajac-Bajac, Olongapo City Tel. # 222-2565/222-2206 Fax. 22-4777 Propagation and Distribution of ang-ilang/Sampaguita Seedlings Contact person: Mr. Carlito Niedao, Gusgus, Pampanga Tel. # 910-885 Emergency Rescue Naga Contact person: ‘Hon. Jesse Robredo, City Mayor ‘Office of City Mayor, Naga 1994 GALING POOK AWARDS Provincial Environmental Protection and Management Progeam Contact person: Mr. Adonis Nicanor, Secretary - ZDN - PENRC Governor's Office Capitol Building, Dipolog City Tel. # 36-393 Binmaley Nutrition, Food, Environment and Medicare Program ‘Contact person: Alty. Jose Fabia, Municipal Mayor, Binmaley, Pangasinan Tel. # 540-0002 Build, Operate and Transfer Program (Contact person: Atty. Ernesto Santos, Municipality of Mandaluyong ‘Office of the Mayor/Administration Tel. # 532-3001 to 1S. Fax $32-2224 Naga Kaantabay sa Kauswagan Program Contact person. Mr. D.C. Nathan Sergio, Community Affairs Officer {1 Urban Poor Affairs Division, City Hall Multi-Purpose Big, Naga City Tel. ¥ 738-391 Fay. 731-891 Peace Zone Program Contact person: Mr. Jerry Nim, Chairman, Inter-Peace Zone Development ‘Council, Nabundasan, Tulunan, Coubato KABALIKAT: Rubber Development Project Contact person: -Hon, Rosario Diaz, Govemor of Cotabato ‘Amas, Kidapawan, North Cotabato Cebu City Hillyland Resource Management & Development Commision ~ Contact person: Ms. Ana Aznar Alfonso, Progr 4VF City Hall, Cebu City, Cebu Tel. # 97-871/212-338 Fax. 032-5-2991 Director, CCHRMDC Irosin Integrated Area Development Contact person: Hon. Eddic Dorotan, Municipal Mayor, Office of the Mayor Irosin, Sorsogon Family Income Augmentation Program Contact person. ‘Hon, Aurora Mantele, Mayor ‘Office of the Mayor, Hindang. Levte Metro Naga Development Council Contact person ‘Mt. Frank Mendoza, Office of the City Mayor ‘City Hall Compound, J. Miranda St... Naga City Tel. # 732-240 Fax. 731-891 eee=e=e=eea=aneleeeeeeeeeeeeeee 1994 GALING POOK AWARDS Malolos, Bulacan Kaunlaran Sa Pagkakaisa Program In 1986, tae new OIC provincial government in Bulacan discovered that cooperatives had a negative reputation among the people. Only 52 existed in the entire province, many of them just on paper, with 24 million pesos in assets, while many others had failed over the years. The two agricultural extension services — ‘one paid by the national government, the other by the provincial — seemed redun- dant. And both seemed to focus on technical training when what farmers told the mew government they desperately needed were better farmgate prices and easier access to credit at non-usurious terms. After extensive consultations with farmers and leaders of successful coop- eratives, the provincial government launched the Kaunlaran Sa Pagkakaisa Pro- gram (KPP) in 1986, The provincial agricultural service was converted into the Provincial Cooperative and Entrepreneurial Development Office, which started an intensive training program on cooperative formation and management with help from private sector volunteers, Over the next eight years, the provincial govern- ment provided 13,6 million in loans to any credit-worthy cooperative willing to put up matching counterpart funds. KPP linked cooperatives with banks for further loans, helped with project appraisals, and aggressively promoted the value of sav- ings mobilization and self-reliance. ‘Today, cooperative-ism is thriving in Bulacan, Seven hundred ninety-one Coops in 568 barangays enjoy assets of P1.17 billion, witha membership of 200,000 people, Nearly 5 billion have been loaned to the cooperatives from all sources since 1988. A group of certified public accountants has formed a cooperative whose services are used by many of the other cooperatives. KPP’s efforts to establish “people infrastructure” has had an unexpected physical result. Today, the tallest ‘buildings in Bulacan are all owned by cooperatives! 19M GaLING POOK CAE Sulat, Eastern Samar Partnership for Community Health Development One of the toughest challenges for municipal governments in the Philip- pines has been to deliver sufficient primary health care services to people living in barangays far from the "bayan". The municipality of Sulat in Eastern Samar is no exception. For example, the main cause of mortality prior to 1991 in isolated Barangay San Juan in Sulat was diarrhea. Only 30 percent of the 150 households had toilets, In 1991, this situation began to change when Sulat became a pilot site of the Partnership for Community Health Development, a joint program of the Depart- ment of Health, the provincial and municipal governments, and the Eastern Samar Development Foundation, an NGO. That program is based on the principles that remote communities can and must lead in the management of their own preventive and primary health care; that economic and health problems and soliitions are in- terrelated; and that partnerships between the community, NGOs, and government can help transform the health situation. Program managers chose to focus on Barangay San Juan. All of the partners worked with the barangay to assess their problems and to conduct leadership and organizational training, Together, they built toilets, im- proved water sources and drainage, retrained midwives and barangay health work- ers, and constructed herbal and communal gardens. Trees have been planted to preserve the watershed. ‘Today, Barangay San Juan has no more deaths from diarrhea and there is a new attitude about health among the people. Consumer cooperatives have been set up, a feeder road has been built, and an electrification program will begin in July 1994. Sulat’s government now plans to replicate the low-cost Partnership in Com- munity Health and Development program in other barangays. ————— 1994 GALING POOK AWARDS Calumpit, Bulacan LGU-NGO Partnership Program The 1991 Local Government Code provides enormous opportunities for part- nerships between citizens’ organizations and local government, Among other things, the Code promotes such partnerships by requiring NGO and PO representation in local special bodies and strengthening their role in the local development councils. ‘Unfortunately, many jurisdictions have barely begun to make this participation truly meaningful. The municipality of Calumpit, however, has invested heavily in such partnerships, and this work has begun to pay off in the form of a better quality of life for its people. In Calumpit, the LGU-NGO Partnership Program was born in 1988 out of a need to bring together all sectors to achieve more equitable distribution of wealth and self-sufficiency and to transform the municipality into an agro-industrial town ‘by the year 2000. The municipal government brought several innovations into its efforts to make the Municipal Development Council a catalyst, resource mobilizer, and development implementor as well as the municipality's key planning body. First, it expanded the MDC’s membership by creating working committees and increasing the participation by members of the Sanggunian Bayan. Second, it learned from existing successful initiatives in economic development started by Calumpit- based NGOs and the United Pulp and Paper Company, and urged their replication during capability-building programs for every barangay captain, These innovations have brought new energy to development efforts in Calumpit. If the private sector is better placed to conduct a project, the MDC en- courages them to do that. The result has been a transformation of government's role into a flexible supporter of private inilialives and a more agressive pursuer of public efforts. Peoples’ organizations have received loans, training, and technical Support far in excess of what they received in the past. 1994 GALING POOK AWARDS Cebu City, Cebu Cebu City Tax Computerization ‘The computer age has not only brought promise but also challenges among local governments in the Philippines. When not used as part of a larger strategy, computers become expensive and glorified typewriters. But when used strategi- cally, computers become a wise investment for LGUs. Information technology can not only help store and access data but also control critical functions — and thereby help to stop graft and corruption. Cebu's tax computerization program is an ex- ample of Information technology strategically utilized. An age-old problem in tax collection is graft and inefficiency. To address, these problems, the Cebu government in 1986 began to create its own computer program for both tax assessment and collection. This automated process has helped the city government to fire its former assessor and two staff members due to corrup- tion. It also has eliminated opportunities for further anomalous practices. Cebu City’s software Lakes inputs of the physical characteristics and location of propertics to automatically appraise real estate values and calculate the tax due. Of 130,000 such computer assessments made so far, only 200 or 1/100th of one percent were noted by the city assessor for further review. The benefits for citizens and the city are impressive. By automating assess- ment, the city government has thinimized graft and made tax payments faster and more predictable for citizens. By increasing its assessment and collection efficiency, the city projects it will increase its tax receipts by at least 100 million pesos in 1994. This increase is inspite of reduced tax rates to more realistic market values. ‘Other local jurisdictions are eager to replicate Cebu's success. The city has begun to be consultants to other LGUs on taxation and is converting its software for ‘use on microcomputers by smaller municipalities without mainframe computer hard- ‘ware. ————— eee 1994 GALING POOK AWARDS Cebu City, Cebu 3 Cebu City Task Force on Streetchildren About 5,000 childrer aged 18 years old aud below roamed the strect« of ‘Cebu City as scavengers, beggars, snatchers and prostitutes. These children were either abandoned, orphaned and/or neglected by very poor parents within the city and from nearby municipalities and provinees. As a response to this problem, the Cebu City Task Force on Streetchildren was launched in July 1989 by the Cebu City government and the private sector. ‘The task force, an umbrella organization of 10 non-government organiza~ tions (NGOs), 10 government organizations (GOs) and 4 cooperating agencics, employed three approaches to the problem; (1!) center-based which provides tempo- rary shelter, clean clothes, food, education, skills training to prepare them for life outside the center, (2) the community-based approach is a preventive measure in depressed areas where kids are regarded as potential streetchildren which involves the following activities: informal education, basic health programs, sessions on parenting, skills training and livelihood programs, and (3) street-based which con- ducts informal and spontaneous sessions through the “school on wheels” to impart knowledge, values and skills to children in the strects. In addition, two yearly events are held — the children’s convention in December and the summer camp participated by around 800 children. Asa result of the effort of the task force, there has been a significant decrease in the number of streetchildren and children apprehended for shoplifting and other petty crimes. The minors who are apprehended are brought to the drop-in center for safekeeping while the parents are still being contacted. The program also advocates for the passage of laws to protect children against any neglect, cruelty and exploita- tion, and to compel families of streetchildren to assume parental responsibilities more effectively. Families are provided with family life education, spiritual and moral values enrichment and essential material support. The cities of Bacolod, Baguio, and Olongapo as well as the neighboring areas of Mandaue and Lapu-Lapu have sought the assistance of the city government for the replication of the program in their respective areas. 1994 GALING POOK AWARDS Puerto Princesa, Palawan © Bantay Puerto Program The city of Pucrto Princesa, Palawan has been endowed with a natural envi- ronment that has been spared from the ravages of calamities. However, the con- tinuous degradation and denudation of the forest and fishing areas in the province were cause for worry of both national and local officials. The Bantay Puerto Pro- gram was born out of the expressed desire of the people for an honest to goodness implementation of existing laws and regulations to protect, conserve and rehal tate the natural resources of the city. When the city mayor took office on June 1, 1992, he immediately set into motion the creation of a mulli and intra agency body to carry this out. Observing that past auiempts along this line failed duc to the absence of coordination and/or non-cooperation of people and agencies concerned, and the many political and economic pressures that get in the way of the program, he personally assumed direct responsibility for its implementation, s The program is divided into five major program components: (1) the Bantay Gubat program which addresses the problem of illegal logging and destructive farm- ices, (2) the Bantay Dagat which is concerned with the protection of the sea from illegal fishing activities; (3) a Special Monitoring group concerned with data gathering of all relevant infotmation on illegal activities undertaken within city jurisdiction; (4) the Civilian Task Force which is the action team involved in actual law enforcement assisting the local police and the military, and (5) the Cya- nide Detection Test group which involves itself in the detection of cyanide and other chemicals used in fishing along city jurisidiction. The presence of strong political will on the part of the administration brought about the respect and strong support from the constituents for the program. The program has successfully eliminated the bringing out of banned live marine prod- ucts from the city, including endangered bird species. Illegal loggers no longer ‘operate in the area, Kaingin was substantially reduced. Illegal fishers avoid the waters of Puerto Princesa City. Moreover, civilian-military cooperation was evi- dent in the program as manifested by the use of air force helicopters in the patrol and pursuit/apprehension of illegal fishermen and illegal loggers. Now, peace and order in Puerto Princesa has improved tremendously making il one of the safest places in the country. 1994 GALING POOK AWARDS Pilar, Sorsogon Pilar Integrated Educational Support Program Seeing the need for an improved educational system in a rural community like Pilar, a program called the Pilar Integrated Educational Support Program (PIESUP) was conceived through the collective efforts of the LGU officials and other private and civic organizations in the area. Sinceits inception in 1988, PIESUP has been gearing towards the upliftment of the quality of life of Pilarenos by provid- ing educational opportunities to poor but deserving students from pre-school to college levels, and skills enrichment trainings to out-of-school youths and adults in the hope of producing a new breed of dynamic and responsible citizenry. ‘The PIESUP has four major components: a) the scholarship program which offers scholarship to poor but deserving high school graduates of the municipality, b) the manpower development program in collaboration with the National Man- power and Youth Council which provides short-term vocational and technical courses for out-of-school youths and adults; c) pre-schoolers’ program where pre-schoolers are trained on the montessori-type of education and d) advanced learning program where special classes are conducted to elementary and high school honor pupils to enable them to fare competitively with their private or urban- educated counter- parts, Presently, the PIESUP has 1,127 beneficiaries. Seventy two percent of these are under the manpower development program, 11% under the scholarship pro- gram, 8% under the pre-schoolers’ program, and 9% under the advanced learning program Pilarenos now have reasons to be confident and optimistic for they hold some- thing that assures them of a better future. What the PIESUP has imparted to them is the consciousness that among other things, a good education is an essential as- pect of development and that knowledge is every community’s wealth and strength. It will not be very long before Pilar becomes one of the most progressive municipali- ties in the whole province of Sorsogon. aS e—X—sas—s——_—_—_—_—X—X—__—_— 1994 GALING POOK AWARDS Olongape City Solid Waste Management Program Health and sanitation problems in cities are often compounded when gar- bage is left unattended. The first integrated garbage collection scheme in the Phil- ippines was launched by the Olongapo City government in September 1989 after a massive information drive to encourage cleanliness and explain the program. Unique Aspects of this simple initiative include the use of plastic bags for garbage collection and the levying of garbage fees depending on the amount of garbage and the nature of the building (house, business, etc.) City officials say that public acceptance was crucial to the success of the program. That acceptance was achieved through an energetic communication campaign that included school poster contests, barangay’ cleanliness drives, and even the composition of a special “jingle” played on the eight garbage trucks’ public address systems as they roll down the streeté, After extensive product testing, the city government found recyclable plastic bags of standard size to be the best container. Residents put out their plastic bags twice weekly and pay ®10,00-20,00 a month for the service. Businesses have gar- bage collected daily by the uniformed garbage collectors and pay P30.00-300.00. Annually, P6 M are collected. Since the program costs P4 M per year, the city generates revenues of #2 M annually through the garbage collection. As a result of the city government's effort, garbage piles have been elimi nated in Olongapo and the burning and tossing of garbage in rivers have been severely lessened, Even jeepneys have the special plastic bags for use by passen- gers. Over 50 local government units from 9 of the country’s 14 regions have come to Olongapo to inspect this garbage collection system and other innovations of the city government. Several of these LGUs have already begun replicating the pro- gram in their jurisdictions, ____EEE——E—EEE_—eEeO—SS—~s—sX—S«

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