Category: Innovation Leadership

Organization

Don Mariano Marcos Memorial State University

Best Practice Focus Area/s

Leadership, Citizens / Customers

Year Implemented

15 June 2017 to present

This is a GBPR entry

Summary

The Don Mariano Marcos Memorial State University – North La Union Campus (DMMMSU-NLUC) launched the Communities Understand and Respect (CURe) the Sea project on 15 June 2017 as an extension and community development program. It was patterned after the special project Children Understand and Respect the Environment – the Sea by former 1st District of La Union Congressman Victor F. Ortega and former San Fernando City Mayor Mary Jane C. Ortega, but expanded the beneficiaries from children to entire communities.

It expands from the typical state university to the Department of Education (DepEd) teacher-student beneficiaries framework to community collaboration, with the participation of the provincial and municipal government units, concerned line agencies, private companies, civil society organizations, barangay officials, fisherfolk, women associations, and the youth.

Background and Problem

The province of La Union has a total coastline of 114 kilometers, with 13 of its 20 LGUs bordering the West Philippine Sea. Coastal areas and the sea are thus major sources of livelihood for its population. Unfortunately, these have been exploited heavily, leading to degradation, pollution, and overfishing, which have resulted in low catch and unproductive fishing efforts.

The project aims to increase the level of awareness and understanding of community stakeholders in the protection, conservation, utilization, and management of marine environment and resources, including coral reefs, mangroves, seagrasses and seaweeds, foreshores, and estuaries, through an intensive education and information drive which incorporates basic life-saving and coastal disaster preparedness activities.

Solution and Impact

The CURe the Sea project is an extension and community development program that applies functionalist and systems theories of change by disrupting the equilibrium or usual detrimental community practices and recognizing the roles of individuals in protecting the marine environment as their primary source of livelihood.

The DMMMSU-NLUC conducted participatory planning workshops and subsequently forged Memoranda of Agreement (MOAs) or Memoranda of Understanding (MOUs) with the following partners in both the public and private sectors:

• Among local governments, the provincial government of La Union, the municipal governments of Bacnotan, Balaoan, and Luna, as well as multiple barangays;
• Among national government agencies, the Department of Environment and Natural Resources (DENR), Bureau of Fisheries and Aquatic Resources (BFAR), Bureau of Fire Protection (BFP), and DepEd;
• Among the local community, the Almeda Fisherfolks Association, Paraoir Fisherfolks Association, Women Aquatic Processing Association, and groups of out-of-school youths, students, and teachers;
• Among the private sector, Holcim Philippines, The Institute for Solidarity in Asia, Inner Wheel, and the Rotary Club of San Fernando City, La Union.

The project has been able to reach 385 community-participants, 300 teacher-participants, and over 5,000 student-participants from the 18 coastal barangays of Bacnotan, Balaoan, and Luna. Their increased awareness and commitment are evidenced by the regular conduct of coastal clean-up, the enactment and strict implementation of ordinances and resolutions related to coastal protection and management, such as regulated fishing and collection of marine resources, the prevention of garbage disposal along the coast, and the planting of mangroves.

A partnership has also been made with 165 seaweed farmers and 190 sea urchin farmers to generate a quarterly seaweed and sea urchin production of 24,750 kilograms and 38,000 kilograms, respectively, as well as a partnership with the Women Aquatic Processing Association for the post-harvest processing of seaweeds and sea urchins for food and non-food products.

Milestones/Next Steps

The project has led to the establishment of marine protected areas in seven barangays of the three municipalities—5.50 hectares in Bacnotan, 1.07 hectares in Balaoan, and 2.20 hectares in Luna—and the establishment of Immuki Island in Balaoan as a tourist destination. LGUs involved in the project have also won various government searches for Outstanding Coastal Community, Outstanding Municipal Fisheries and Aquatic Resource Management Council, and the Cleanest, Safest, and Greenest Municipal Bodies of Water. Another milestone is establishing the 17 million peso Ortega Marine Educational Center and Guestel, which serves as accommodation for participants and speakers during training-workshops.

DMMMSU-NLUC has committed to ensuring the continuing conduct of training-workshops with additional beneficiaries from the other 10 LGUs in La Union with coastal areas.

Organization

Municipal Government of Subic, Zambales

Best Practice Focus Area/s

Leadership Strategy Citizens / Customers

Year Implemented

15 April 2016

This is a GBPR 2021 Finalist Entry

Summary

The Calapandayan Maternal and Child Health Program Initiative is a product of the allied health services attached to the rural health unit of Subic Zambales. The health program is the answer to the growing problem of lack of expert services, governance, human capital development, and limited funding resources in poor resource settings in the Philippines. The Calapandayan Program Initiative aims to develop community-level primary care management and treatment of the most vulnerable segment in the barangay of Calapandayan. Children, the elderly, and mothers with neurological and psychiatric problems are managed by expert physicians, trained allied personnel, and rural health community advocates.

Background and Problem

The municipality of Subic was spending an inordinate amount of financial resources on having these children brought to Manila for their treatment and management. There were no rational solutions considering that medical experts in public health policy focusing on maternal and child health were very few, if there were any.

In addition, the problem related to mental illness (ex. dementia, depression) in mothers, parents and elderly individuals was not being addressed. Subic is a coastal town facing the West Philippine Sea. Recent climatic changes brought about by flooding and destructive storms from monsoon rains have affected the community regularly. With each season of extreme weather events, there is a need to mitigate and create resilient communities, particularly in vulnerable populations (children, mother, elderly). Although the identified solution required is hiring of medical specialists, however, it was difficult to attract and hire the ‌right people to address this gap due to identified problems (salary, advancement options, infrastructure, etc.).

There were also large populations of indigenous people (Aeta) living in geographically isolated areas who were disenfranchised with little or no equity invested in the health care systems in Zambales. Furthermore, the result of limited funding opportunities to cover healthcare and educational costs led to the Calapandayan program initiative.

Solution and Impact

The program has spearheaded a campaign (2016-2019) by organizing educational workshops and seminars intended to address stigmatization and create school-centered awareness for mothers and teachers involved in the care of child learning and behavioral disabilities. To address sustainability, the program has led to private-public partnerships (Zambales Community Based Rehabilitation, Abbott Pharmaceutical, Brown & Burke Corporation, EVER Pharma) as a provider of technical assistance and resource donation, along with medicine procurement and education/training. Over 500+ children have benefitted, which includes other surrounding municipalities (8 more) in Zambales province.

This initiative took the form of a health policy initiative by addressing health unit governance, human resource development, access to healthcare, sustainability, and information-driven data gathering. In closely managing the health unit, the program initiative was advocated and later used as a tool to address the mentioned issues. For instance, before the Calapandayan Program Initiative, most rural health units are firmly attached to the municipal health unit for guidance and support. Currently, the rural unit has its own public health physician specialists. Another problem solved was the issue of sustainability. To address this, public-private partnerships have been advanced by collaborating closely with key decision makers and community business stakeholders. An example of this would be the clinical assessments done at different communities in Subic, which require expensive equipment, employee salary, and logistics. Much of the expenditures were partly funded through socially responsible business collaboration.

The sustainability of human resources was also achieved through training and attendance at seminars of various community liaisons and advocates who were given certificates of completion after earning their competencies through education. The project’s overall impact has led to an increase in the awareness of neurodevelopmental problems in children not only through removing the stigma but increase in the cost-effective interventions in school and health units through close monitoring and follow-ups. In addition, management of these chronic conditions through constant and frequent follow-ups helped to reduce the burden of disease within the organized family and community.

Milestones

In February 2020, a research team from the University of the Philippines-Manila conducted a pilot data gathering using a Virtual-Reality device to assess and measure students learning and behavioral disorders of students enrolled at Subic National High School. This event marked the 1st use of the device, which is currently awaiting a patent license. The device will help to address the health care gap in poor resource areas not only in Zambales but in other regions. This form of institutional collaboration will allow future sustainable development of health care needs in Subic.

The program was nominated for the American Public Health Association award in 2020 during the annual convention. They also assessed over 500 children, saving more than Php 1,000,000 in neurodevelopmental assessment alone (each neurodevelopment assessment is at least Php 2,500 in Manila). The program was a finalist for the grant application for Saving Brain Canada, a Canadian government-funded sponsorship. Although the Calapandayan program did not win the award, this resulted in the validation of the work’s attributes. Lastly, the data generated throughout the year led to a publication earlier this year (13. Samonte, FG., De Guzman, MT., Garcia, F., Molina, V., Gonzales, R. (2020). Using predictive modeling in determining the relationship of physical activity and mental health in older adults. International Journal of Psychosocial Rehabilitation, Vol. 24, Issue 09, 2020 ISSN: 1475-7192).

Organization

Mariano Marcos State University

Best Practice Focus Area/s

Strategy, Citizens / Customers, Operations

Year Implemented

February 2020

This is a GBPR entry

Summary

Under Enhanced Community Quarantine (ECQ), all the operations of Mariano Marcos State University were suspended. However, the Office of Student Affairs and Services believed that their services needed to continue, especially during the current pandemic. As such, they initiated the program “OSAS Malakas: Effective and Efficient Management and Delivery of Student Services in all Seasons.” Through many innovations, the office enacted eight key activities that addressed students’ needs during the pandemic. They provided support in the form of relief goods, internet services, and even counseling.

Background and Problem

On 16 March 2020, the whole of Luzon was placed under Enhanced Community Quarantine (ECQ), and all Mariano Marcos State University operations were halted. Everyone was directed to stay at home, including the Office of Student Affairs and Services (OSAS) staff. The office believed their services needed to continue, especially during the current pandemic. But because OSAS is the main support unit of the students in the university, the office deemed it necessary that its services to the students continue, especially in times of crisis.

However, their major challenge was converting students’ activities, programs, projects, and other support services to the new normal. And aside from this, there were other restraints and restrictions. These included poor internet connections, constraints on human mobility due to the restrictions, lack of public transportation, lack of personal protective equipment and other protective gadgets, and the risk of contracting the virus while performing their duties.

However, the university has allowances for its offices to be responsive, innovative, and business-like in operations. And with this opportunity came the program OSAS Malakas: Effective and Efficient Management and Delivery of Student Services in all Seasons.

Solution and Impact

In the early stages of the OSAS program, the Chief of Student Development proposed conducting an online survey to learn the whereabouts of students who were stranded in their boarding houses and apartments and also know their needs during the lockdown. This survey was duly approved by the Director of OSAS and the Vice President for Academic Affairs of the university and was dubbed Oplan SAWAR (Student Activities, Whereabouts, and Recourse), an Ilocano word that means ‘to search. The results of this survey were then used as baseline data for more projects.

The following are the projects initiated and their achievements:

• Oplan SAWAR (Student Activities, Whereabouts, and Recourse)
  • 141 stranded students in their dormitories and boarding houses were identified and provided relief goods, cash allowance, and online psycho-social support.
• Oplan PARUBBUAT (Program to Accompany and Return University Brothers/sisters to their Beloved Utmost Abodes thru Travel provisions)
  • 23 stranded students were ferried back to their hometowns to reconnect with their families.
• Oplan SALINONG (an Ilocano term for shelter)
  • 23 graduating students who were doing their thesis were accommodated at the university’s dormitory to enable them to work on their thesis within the university premises during the implementation of the Modified General Community Quarantine (MGCQ).
• Project pa-WIFI
  • 50 graduating students were loaned pocket wi-fi’s.
• E-SALUN-AT (Electronic Space for Assistance thru Listening, Understanding, Nurturing, Affirmation, and Trust
  • An online-based counseling service for students. It served all stranded students and even some non-stranded students from the university.
• Oplan Iyawat (Ilocano term for hand-in)
  • Distribution of stipends to 583 academic scholars and 809 Tertiary Education Subsidy (TES) Recipients
• Project Tinnulong
  • LGUs, DOST Alumni, MMSU alumni, and their friends, MMSU administrators, faculty, and non-teaching personnel, were invited to donate money and in-kind support to stranded students.
  • Aside from the in-kind provisions, a total of Php171,900.00 was raised. Php101,000.00 was spent on the programs leaving a balance of Php70,900.00. This amount was deposited into the Oplan Sharing Amenities and Provisions to address Problems of University Youth with Online Tertiary (SAPPUYOT) account.
• Online Services and Activities
  • The office transformed its mandated activities through various modalities. Online Career Guidance was conducted to prepare our graduates for their future job applications. The orientation of the university was conducted through online modalities, and student activities were also conducted during the pandemic. Also, services like submission of Certificate of Grades for Scholars and issuance of Certificate of Good Moral Character were also converted to online modalities.

Milestones/Next Steps

OSAS aims to ensure the sustainability of the many programs they have initiated. As such, with the help of the university’s Institutional Student Programs and Services, they initiated Project SAPPUYOT (Sharing Amenities and Provisions to address Problems of University Youth with Online Tertiary). It addresses a broader range of students’ needs through financial assistance. It aims to utilize the available seed money of the university to offer immediate assistance to students affected by the pandemic and eventually to all university students.

Organization

Municipal Government of San Fernando, Romblon

Best Practice Focus Area/s

Leadership, Strategy, Citizens / Customers

Year Implemented

2013 and reintroduced in April 2020

This is a GBPR entry

Summary

As the world suffers one of the most serious health crises it has ever experienced, not to mention the financial, social, and economic burden it has caused many people, the Municipality of San Fernando, Romblon, thought of a win-win solution to help its people cope with and fight against the Coronavirus Disease 2019 (COVID-19) situation which triggered former President Rodrigo Roa Duterte to enforce the Enhanced Community Quarantine (ECQ) over Luzon.

In furtherance of the Local Government Unit (LGU)’s Community-Based Agriculture Program, which started in 2013, the Municipality of San Fernando came up with Organic Agriculture and Clean and Green Program considering the COVID-19 crisis and consists of the following components: (1) Mandatory backyard and urban food garden for every family; (2) Training on current techniques for the sustainable backyard and urban gardening such as but not limited to self-watering bottle gardening, backyard pot gardening, etc.; (3) Use of organic fertilizers and pesticides; (4) Compliance with municipal waste disposal ordinance; and (5) Presence of sanitary toilets.

Background and Problem

COVID-19 hampered all planned activities in the world. With this, the Municipality of San Fernando launched a special initiative, dubbed: Bahay Ko, Garden Ko Food Production and Sustainable Livelihood Program, to help the residents cope during the pandemic by focusing on and promoting good nutrition and a healthy lifestyle. Lockdown or community quarantine was enforced in every province, city, or municipality to contain the virus and ensure the safety of the people. Protocols such as staying inside their homes, wearing face masks, and proper social or physical distancing were strictly observed.

Meanwhile, in San Fernando, the government’s dole-out livelihood projects gradually fade because of the government’s system of implementation. Governments require the community to organize themselves into a group. Funded every group as CSO or Civil Society Organization, and funding was based on their submitted project proposals. The projects will undergo bidding, and bidders will be invited to join. As a result of the bidding process, approved funding will follow, and procurement of materials shall be done by procurement personnel of the government. Groups were also expecting the lowest price as it was done through bidding.

The materials procured were undersized and substandard, resulting in the livelihood collapse. The group was informed of the approved budget for the livelihood in which the delivery of the amount they saw was the same as it was written. The budget was denied.

The San Fernando LGU revived the program and applied new innovations from the beginning until the end. The selected beneficiaries were the entire community of San Fernando in all barangays, and became empowered.

Solution and Impact

The idea of institutionalizing the Bahay Ko Garden Ko Food Production Program used the following methodologies and components: First is the identification of the Problems – the unexpected pandemic arrived at no certain time and caused chaos in people’s lives, such as job losses, economic bar down, health deterioration and loss of life. Next is data gathering to address the problem. They need to identify the root cause of the problem. They need to gather factors that contribute to the problem’s existence, which may include the time, damages, and area covered. Afterward is the identification of resources to be used in solving the problem. In gathering the data relative to the problem, the implementer can quickly identify the needs, such as funding, resource person/s, timeframe, and actions.

After that is the preparation for the planning activity, wherein the planning was based on the guidelines and protocols to be observed during the enforcement of community quarantine and in the new normal situation; then comes the setting of the meeting, wherein there was a thorough discussion of the issues and concerns on implementing the program. This is followed by identifying the goals and targets as a reference point or a number intended to be attained. Once this is done, this is followed by the creation of the committee, a self-constituted organization to handle and promote the project.

This will be followed by formulating the action plan, wherein they will identify the action plan. What comes next is the identification of the project’s target beneficiaries, and last is the setting of the target date of the implementation to carry out the specific program.

To enhance the program, plans were made, and two and a half million pesos (P2.5) were budgeted, and the Municipal Ordinance on Clean and Green Program was crafted, but, because of COVID-19, the public hearing for the approval of said ordinance was put aside.

Based on the monitoring, 99% of the households had participated in the project, and during home visitations, household members shared that they already had enough vegetables free of chemicals. They even shared their products as gifts, and some donated their harvest for free to barangays that were put on lockdown. Strong family ties were developed, and the stress of COVID-19 pandemic was diverted to the positive psychological impact brought by the activities of household gardening.

Milestones/Next Steps

As part of the following steps is the enactment of the ordinance wherein the Local Chief Executive requested the Legislative body through the Sangguniang Bayan Members to formulate an ordinance intended for the Bahay Ko Garden Ko program. This ordinance serves as the municipality’s policy to reduce the incidence of hunger and malnutrition through sustainable backyard gardening at the household level. Another policy included in the ordinance was to promote ecological well-being by fostering and adopting organic gardening among the constituents.

Aside from these ordinances and issuance of the executive order is the idea to showcase the products/harvest through an annual celebration. The program is represented by all barangays and academies, with their products exhibited in their respective stalls. People may see the LGU’s capability to produce more freshly harvested crops for display and sale. Products are on a first-come, first-served basis accommodation. More displays, more sales, the products were all sold out four hours after the program.

The people’s initiatives, just by simply complying with the executive order of the LCE, resulted in the mass production of vegetables and led to more supply than demand. Some household farmers barter their products for fish or meat through the barter system.

To date, the Department of the Interior and Local Government (DILG) MIMAROPA recognized Bahay Ko, Garden Ko Program, as one of the Best Practices in the region in combatting the COVID-19 situation and pandemic.

Organization

Aklan State University-Banga Campus

Best Practice Focus Area/s

Leadership, Strategy, Human Resource

Year Implemented

28 February 2020 to the present

This is a GBPR entry.

Summary

At the height of the pandemic, the Aklan State University (ASU) was at the forefront, ensuring a credible source of information through the Radio101 News Portal and the ASU Initiatives newsletter. The ASU also responded to the scarcity of alcohol through an Alcohol distillation innovation. The university also maintained and followed the IATF health and safety protocol while ensuring that it continued its delivery of services. 

Background and Problem

When the Province of Aklan was put under the Enhanced Community Quarantine (ECQ), several issues arose within the university and the community. There was a lack of adequate information dissemination and credible news source other than traditional mainstream media for the use of Aklan State University and the netizens. There was also a scarcity of alcohol and face masks/face shields as people started panic-buying and hoarding. Another problem was the continuity of the delivery of services in ASU while adhering to health and safety protocols set by the Inter-Agency Task Force (IATF).

As a dynamic institution composed of experts and dedicated men and women, the ASU responded to these problems with well-thought-out strategies, policies, and innovations. It ventured into several best practices that have benefitted the university and its stakeholders, the community, and the people.

Solution and Impact

Faced with the challenges of the pandemic,  the ASU identified issues in delivering its services. First, it does not have a platform for information dissemination for its community and stakeholders. Second, it has no adequate supplies of alcohol, face masks, face shields, and soap for its skeletal workforce. Last, it also needs to keep its operations vis-a-vis the health protocols set forth by the IATF, which means it has to lessen the number of personnel inside the campus.

In response to the first challenge, the ASU used the newly minted Radio101 of the School of Arts and Sciences as its official news and information dissemination platform on social media. It was renamed  Radio101-Aklan State University News Portal, set up and managed by its team of Communication, Journalism, and IT faculty. The team got information from agencies and rephrased/rewrote it, so it was readable to its readers from all walks of life. The team also wrote news about activities in, updates on, and policies of the university. The news portal gained popularity on social media and gained readers’ trust, such that many people rely on this platform for their queries and as their source of information. Until now, Radio101 News Portal still exists and remains a credible source of news and information for the university and the community.

During the lockdown, alcohol scarcity was prevalent in Aklan. That is why local gin was used because it is readily available and can be distilled faster so they can supply it to offices that urgently need alcohol. The Science faculty of the School of Arts and Sciences, led by a licensed Chemical Engineer, began distilling 70% alcohol from local gin and produced liquid soap to provide the university with an ample supply of alcohol and soap for handwashing. They also donated some alcohol produced to several Rural Health Units, the provincial hospital, and a few government agencies.

To adhere to the requirement of the  IATF for a skeletal workforce, the ASU administration released guidelines for Work From Home Arrangements for faculty and other personnel. During the lockdown, the faculty could conduct classes in the comfort and safety of their homes and be required to submit weekly or monthly accomplishments to their immediate heads. The university documented all these undertakings in the newsletter, the  ASU Initiatives. The newsletter is composed of a multimedia committee. It includes innovations, activities, and community outreach programs conducted by the different units in Banga Campus and other campuses of the ASU. The newsletter in pdf format was posted weekly on Radio101 News Portal. Thus, the university’s stakeholders were kept informed and updated on the happenings within the campuses.

Milestones/Next Steps

For the milestones, the post on Radio101-Aklan State University News Portal about CHED Chair Prospero de Vera’s pronouncement that students need not return to their respective universities to complete the semester has reached an unprecedented record of 110,000 people, the highest among the contents posted on the page. The post got over seven hundred (700) reactions and more than a hundred comments on the Facebook platform.  Meanwhile, during the height of the pandemic, the Radio101-Aklan State University News Portal got 3,025  likes and over 3,100 followers. Currently, the news portal has over 7,000 likes and over 8,000 followers.

On the other hand, the alcohol production of the School of Arts and Sciences yielded 175 liters of 70% alcohol used within the university and other offices. The alcohol production also paved the way for community support as citizens donated rubber tubings for the distillation. It was even cited by CHED as a best practice and was featured on their social media page.

Meanwhile, the Work From Home arrangements among university personnel ensured that operations continued despite the lockdown. Accomplishment reports were properly monitored and submitted per degree-granting unit. The university also installed hand washing basins per office, alcohol supplies at strategic locations within university premises, and prepared enrollment facilities. 

From March until May, the ASU Initiatives produced five issues, covering important undertakings/projects initiated, implemented, and organized by the different units of the ASU Banga as well as other campuses. The ASU Initiatives is planned to be updated into the official newsletter of the university, publishing news and information on university undertakings to support the University President’s development goals. The newsletter is slated to appear in print to be distributed to offices within the ASU.

Organization

City Government of Ormoc

Best Practice Focus Area/s

Citizens / Customers

Year Implemented

2017 up to present

This is a GBPR entry

Summary

The AGAK (Agakon ug Giyahan Atong Kaigsuonan, which translates to Support and Guide our Brothers and Sisters) Drug Rehabilitation and Support Services Program was Ormoc City’s response to the ‘war against illegal drugs’ with due respect to human rights.

The program is designed to recover persons who use drugs (PWUDs) and reintegrate them into the community. The program serves two types of PWUDs: those who surrendered voluntarily to the barangay offices or police stations and those who availed of a plea bargain agreement. The equally important beneficiaries are the families of the PWUDs and the community. The program considers that reform and its sustainability should involve everyone in the community.

Background and Problem

In 2015, Ormoc was once tagged as the Drug Capital of Eastern Visayas because of the excessive supply of illegal drugs and illicit drug activities, from drug pushing to drug use, not to mention the drug dens that flooded the corners of the streets. The entire city was deemed unsafe, especially for women and children.

When former President Rodrigo Duterte declared the ‘war against illegal drugs in 2016, over thirty thousand (30,000) PWUDs (Persons Who Used Drugs) surrendered in Region 8, and over four thousand (4,000) surrendered in Ormoc City as recorded by the local police within the six (6)-month period of July to December.

In response, the City Government of Ormoc City through the directive of former Mayor Richard Gomez established a community-based drug rehabilitation program called “AGAK” (Agakon ug Giyahan Atong Kaigsuonan, which translates to Support and Guide our Brothers and Sisters) for the recovery of the PWUDs and their reintegration into the community.

Solution and Impact

The AGAK Drug Rehabilitation and Support Services Program of Ormoc City employs a holistic approach to guiding and helping PWUDs in their journey to community-based rehabilitation and reintegration into the community. The modules of this program were anchored on the Model of Psychosocial Health which sees the five domains of human development (mental/cognitive, physical, emotional, spiritual, and social) as interrelated and needing to be kept in balance to sustain overall well-being. Cultural considerations were also made in module development for low-risk and moderate-risk PWUDs.

Along with this, the application of the above model was the conceptualization of the five process levels:

1. Individual level, where all the PWUDs are gathered in the presence of the local officials, the anti-drug abuse council, and other partner stakeholders. The PWUDs are given information on the health effects of illegal drugs and the legal implications of their actions. They are also briefed on the entire process of rehabilitation and reintegration.
2. Family/household level, where social preparation initially takes place. The family members or relatives of the PWUDs are made aware of the critical role they play in the recovery of the clients in the citywide treatment and rehabilitation and the nationwide drug war.
3. Community/barangay level, where the BADACs are mobilized to access local funds for regular meetings and other activities. Drug rehab help and referral desks are also created.
4. City level, where the entire drug rehab intervention is conducted by the LGU healthcare and social welfare personnel. The City Anti Drug Abuse Council (CADAC) meets regularly to discuss issues and concerns regarding the program’s overall functionality in terms of financing, regulation, governance, and service delivery.

Linkages with various regional and national agencies and other stakeholders like civic organizations and private educational institutions are continually formed for the rehabilitation and the aftercare program.

5. Regional level/referral facility level, where high-risk PWUDs, and those who are high-risk with co-morbidity are referred to the Department of Health Treatment and Rehabilitation Center (DOH-TRC),a rehabilitation facility in the region for specialized care. The DOH RO8 and the DOH-TRC, through a Memorandum of Agreement (MOA)  with LGU Ormoc, also provide technical training and commodities such as drugs and medicines.

Milestones/Next Steps

In the second half of 2016, the PWUDs who surrendered underwent mass categorization. Then the local healthcare providers underwent training in the DOH Treatment and Rehabilitation Center, and Ormoc’s drug rehab team developed the modules for low-risk and moderate-risk PWUDs.

The establishment of a functional CADAC through an executive order forged strong interagency collaboration and commitment. In 2017, Php 5Million  was allocated to the city’s Anti-Drug Program as a priority program identified in the Executive-Legislative Agenda (ELA). The AGAK Drug Rehabilitation and Support Services Program is a program component. The drug rehab team initially served the Low-Risk PWUDs in 2017 with the AGAK General Intervention Module. The LGU also entered into a MOA with the DOH-RO8 and TRC-Dulag for the drug rehabilitation efforts of the city.

In 2018, AGAK was institutionalized through Executive Order No. 10. The drug rehab team started catering to the moderate-risk PWUDs with its localized AGAK Outpatient-Based Rehabilitation Module. Further, plea bargainers from RTC Region 8 underwent Drug Dependency Examination/Screening (DDE) and were registered for the program. In the same year, the program resulted in Ormoc City’s recognition by DOH RO8 as an LGU with Best Practice in Community-Based Rehabilitation (CBRP) that supports the Dangerous Drug Abuse Prevention and Treatment Program, ensuring a holistic approach to the treatment and care of PWUDs.

In 2019, AGAK Drug Rehab and Support Services was recognized by the Bureau of Jail Management and Penology (BJMP) RO8 for supporting the jail bureau’s program for the reintegration of PDLs (Persons Deprived of Liberty). This support entailed modification of the AGAK modules to fit the needs and availability of the BJMP clients and their families without compromising the efficiency of the interventions.

With the recognition it received from different agencies, the Ormoc drug rehab team through the CADAC is pushing for the creation of a City Ordinance to institutionalize the Community-Based Rehabilitation Program (CBRP) fully. Such ordinance has now been drafted. Ormoc City also plans to hold a “2020 Search for White Calachuchi Award for a Drug-Free Workplace”. With the pandemic temporarily suspending most programs and services, the program implementers are preparing for the resumption of drug rehab services for low-risk and moderate-risk PWUDs and home visitation.