Mayor Victor James “Tata” Yap, Sr. of Glan, Sarangani, calls himself a “recycled” mayor. He held the position for three terms, served as vice mayor for one, and returned to the mayor’s office in 2022.

Glan, a coastal municipality, is the top producer of copra in Region 12. It spans 533.51 square kilometers with a population of 109,547 (2020 census), making it the largest and most densely populated in Sarangani. Under Mayor Yap’s leadership, Glan has made strides in health and nutrition, keeping malnutrition rates low.

When Mayor Yap first joined the Municipal Health Leadership Governance Program (MHLGP) in 2018, his goal was to improve Glan’s health outcomes. This program, part of a partnership between the Zuellig Family Foundation and the United Nations Population Fund (UNFPA), was rolled out across Sarangani through the Department of Health.

One of his key initiatives from this journey was “Bahay ni Nanay” (Mother’s House), which provides pregnant women with food and medicine to ensure safe deliveries. “It was challenging because we are predominantly Muslim. ‘Pag buntis at manganganak na, sa Bahay tumutuloy, tapos iyong tatay ang nagluluto. Ito ang ginawa namin para ma-achieve ang zero maternal deaths.” (When the mother is pregnant and about to give birth, she stays in the Bahay, and the fathers do the cooking. This is what we did to achieve zero maternal deaths.)

Facing New Health Challenges

Re-elected in 2022, Mayor Yap faced new challenges in health and nutrition. The Municipal Nutrition Governance Program (MNGP), presented by ZFF, Sarangani’s provincial government, and the Department of Health, painted a stark picture. Glan’s health and nutrition indicators were mostly in red, reflecting poor performance in areas like leadership, human resources, and service delivery.

Mayor Yap initially thought malnutrition could be solved with feeding programs, but through MNGP, he realized the need for deeper, systemic change.

Eye-Opening Deep Dive

During the Deep Dive (guided community immersion) activity as part of the MNGP, Mayor Yap encountered a stunted child from a household that was not poor. This made him rethink his assumption that malnutrition was simply a poverty issue. The child’s mother, a solo parent, had stopped breastfeeding early and relied on the grandmother for caregiving. The mayor learned that improving nutrition goes beyond income—it requires understanding and addressing gaps in knowledge and care.

“No’ng nagsimula ako sa MLGP, sinabi kong gagawin natin ang lahat para wala nang mamatay na nanay dahil sa panganganak. Ngayon naman, bagong hamon ito sa akin, pero gagawin ko rin ang lahat para walang magiging stunted at tuluyang mamatay dahil sa malnutrisyon,” he said. (When I was starting in the MLGP program, I said I will do my best to ensure that no mother dies giving birth. This one is a new challenge for me, but I will do everything to ensure that no child becomes stunted and dies because of malnutrition).

Taking Action

Inspired to make a change, Mayor Yap created the Nutrition Officer III position to lead Glan’s nutrition efforts. He approved budgets for supplies, feeding programs, and training. Under his leadership, they launched “Munisipyo sa Barangay,” bringing health and nutrition services to remote areas, with a mobile clinic and 24/7 teleconsultation.

They also passed the FAITH (Food Always In The Home) Ordinance, promoting communal gardens in schools and barangays. Families with malnourished children received seeds, animals, and were prioritized for employment programs of the Department of Labor and Employment.

Progress and Reflections

During the Executive Session for Mayors under the MNGP, Mayor Yap proudly reported that 13 of Glan’s previously red indicators had turned green or yellow. He highlighted the establishment of a nutrition office and a position dedicated to nutrition, alongside efforts to integrate families of malnourished children into social protection programs.

“We need strong relationships between the barangay, the LGU, and all stakeholders to improve nutrition,” said the mayor. Referring to a child named Monera who died from malnourishment, he summed up the goal for the town: “Wala nang magiging Monera sa bayan ng Glan.” (No more Monera in Glan.)

Author: Catherine Chung, MD, MPM, ZFF LHS Portfolio Director

The promise of universal health care (UHC) in the Philippines represents one of the country’s most significant reforms, aimed at ensuring that every Filipino has access to essential health services without the burden of financial hardship. A webinar, held on August 15, 2024, by the Zuellig Family Foundation’s (ZFF) Local Health System Portfolio in collaboration with the University of the Philippines College of Public Health, provided an overview of the progress made in five selected regions (CAR, Ilocos, Cagayan Valley, CALABARZON, and Eastern Visayas) under the DOH-ZFF Bayang Malusog Program.

The webinar focused on the accomplishments in primary care on the ground, which include accreditation and licensing of primary care facilities and the implementation of Konsultasyong Silt at Tama (KONSULTA), a comprehensive outpatient benefits program by PhilHealth. The discussion spotlighted progress but it also illuminated the disparities that persist between policy and practice. While most regions have achieved the target organizational level of 70% UHC maturity by the end of 2023, the webinar discussion shows that full integration is still a work in progress. Full integration of UHC is targeted to be achieved by 2029 and while the timeline is still far off, the local government units and DOH Center for Health and Development offices (DOHCHD) are working closely to achieve its targets. The availability of primary care services in the community is critical in terms of making accessible healthcare felt on the ground. 

Performance of regions in KONSULTA accreditation

For the webinar, we determined the progress of our partner regions by gathering and analyzing the available data from PhilHealth as of December 31, 2023. The partner regions have accredited approximately 622 primary care facilities (PCFs), with the majority being government-owned and only 10% being privately-owned. These are only 51% of the estimated needed PCFs by 2025 and nine of the ZFF Local Health System (LHS) areas have no private KONSULTA provider. Given this, it is important to involve the private sector to help provide necessary health services to serve the entire population. 

Notably, Region 4A (CALABARZON) boasts the highest number of accredited KONSULTA providers, while the Cordillera Administrative Region (CAR) has the least number. Of the 25 LHS provinces only nine or 36%, have successfully achieved accreditation. 

Three factors have contributed to the progress made by local government units (LGUs).

1. In some regions like CAR, harmonized accreditation and licensing processes, coupled with the collaboration between regional health authorities and PhilHealth, have streamlined compliance efforts.
2. Strong leadership from local governors, who encouraged mayors to ensure that health facilities are both licensed and accredited, plays a pivotal role.
3. The inclusion of PhilHealth in the province’s UHC Core Group further enhanced the efficiency of the accreditation process.

Despite these advancements, challenges persist. Some LGUs reported unclear communication regarding the accreditation process and requirements during the initial phase of UHC implementation. Additionally, ongoing construction of Rural Health Units (RHUs) and the lack of personnel to manage the accreditation process have hindered progress in certain areas.

Perfomance of regions in PhilHealth registration

To ensure high-quality primary care services, PhilHealth mandated the registration and assignment of beneficiaries to accredited PCFs to ensure the high quality of primary care services. When making this decision, PhilHealth accounted for both the beneficiaries’ preferences and the maximum catchment population, also known as the committed annual load (CAL). However, only 12 million people, or about 46% of the total population, have registered in the LHS areas. Region 4A, despite having the highest number of registered beneficiaries, covers only 29% of its population. Pangasinan leads with 2.5 million registered beneficiaries, followed by Laguna (1.5 million) and Leyte (1.1 million). In terms of registration rates, Mountain Province stands out with a 102% registration rate, attributed to a comprehensive barangay-level campaign and rigorous data monitoring. 

KONSULTA Implementation Data Summary

• Primary Care Provider Network (sandbox): Baguio City and Quezon exceeded PCPN targets, with 137,208 registered and 733,356 registered respectively.
• Health Care Provider Network Demo site: Only Aklan and Benguet registered more than half of their population, Laguna had the lowest with 44%.
• KONSULTA regular: Over half of remaining LHS areas registered at least half of their population, with Mountain Province having the highest rate.

In terms of facility type, the majority are registered in accredited government health facilities (96%), and about 64% are registered in RHUs since there are more accredited government health facilities than private facilities. It is also critical to note that, among the areas, Pangasinan and the three Samar provinces have a higher registration rate in hospitals than in RHUs. 

Several best practices emerged from the webinar, highlighting strategies that have aided LGUs. These include engaging non-health sectors like the Philippine National Police (PNP) and Barangay Federated Presidents (BFP) in the registration process, implementing a Center for Health Development (CHD) program requiring all employees to register and complete the First Patient Encounter (FPE), and securing strong support from provincial governments for health advocacy and outreach activities. Additionally, PhilHealth’s one-barangay-at-a-time (OBAT) approach, which was piloted in North Samar, significantly accelerated KONSULTA implementation and yielded the highest FPE capitation in the Eastern Visayas Region.

However, the journey towards providing access to primary care services thru PhilHealth’s KONSULTA is not without its obstacles. IT system issues, including frequent outages and slow operations, have impeded the encoding of registration and FPE records. Moreover, a lack of public awareness about the health services offered at PCFs, coupled with registration challenges related to PhilHealth Identification Numbers (PINs), further complicates the process. As a result, only 7% (857,789) of the 12 million registered beneficiaries across all LHS areas had undergone FPE in 2023, with Region 1 (Ilocos Region) having the highest FPE completion rate.

Policy versus Practice

Despite the commendable legislative framework that underpins UHC and other policies supporting the law, the reality on the ground reveals that many Filipinos, particularly those in underserved and rural areas, continue to struggle with access to free, quality healthcare. The webinar underscored the various challenges that hinder effective implementation of PhilHealth’s KONSULTA, which has resulted in slow integration of health services across the public and private sectors and exacerbate disparities, leaving vulnerable populations at risk. Due to ongoing delays and challenges in uploading claims, coupled with glitches in the health information system supporting primary care facilities, the presentation has yet to fully capture the true scope of the situation. Despite these setbacks, leaders remain hopeful that these claims will play a critical role in securing funding to enhance health services for vulnerable populations. Along with data from KONSULTA registration and FPE, the indicators included in the DOH-LHS Maturity Level will provide a clearer picture of the implementation of the Universal Health Care (UHC) law.

While the Philippines has made significant progress in its journey toward Universal Health Care (UHC), disparities in policy execution highlight the need for a more targeted and inclusive approach. Beyond the previously discussed aspects, the successful integration of UHC requires attention to technical, managerial, and financial challenges. Five years into the implementation of the UHC law, the country remains far from fully achieving its goal of equitable and accessible healthcare for all. Many Filipinos, our Juan and Juanas, continue to hope for healthier and better lives. Overcoming these challenges will demand strong political will, effective governance, and the active engagement of all stakeholders. Only through such collective efforts can we truly realize the vision of UHC, ensuring that no Filipino remains behind.

On September 25, 2024, Governor Gerard Espina of the Province of Biliran participated in the Executive Session for Governors under Zuellig Family Foundation (ZFF)’s Provincial Leadership Development Program (PLDP), where he shared a narrative on the multifaceted health challenges faced by his community. His story centered around a moving experience in Culaba, Biliran, where he met an underweight pregnant mother and her malnourished children, living in dire circumstances.

This  heart-wrenching reality was a stark reminder of the impact of poverty on families. “It is unfortunate that due to financial hardships,” he reflected, “this family struggles to meet their most basic needs.” The husband, a fisherman, was forced to travel by foot to reach fish farming locations, reflecting the immense sacrifices families must make just to put food on the table.

This struggle was not just about immediate hunger; poverty hindered access to nutritious food, healthcare services, and essential medications. Social determinants, such as lack of transportation, financial resources, and educational opportunities, played significant roles in worsening health disparities within the community. The Governor’s words painted a picture of the uphill battle many families faced, battling not just hunger but a cycle of poor health and limited opportunities.

Yet, amidst these challenges, his spirit shone brightly. Governor Espina’s leadership and vision for the province transformed despair into hope. Under his guidance, Biliran earned the prestigious National Walang Gutom Award, a testament to his tireless efforts to combat hunger and malnutrition.

Determined to reverse the effects of poverty on health outcomes, he introduced innovative strategies to support small farmers through a ‘garden-to-table’ initiative. This program was designed to empower every barangay by creating sustainable sources of livelihood while simultaneously addressing nutritional needs. By providing fresh produce to local karinderya or community kitchens, the initiative ensured that families not only had access to healthy meals but also secured income for local farmers.

Governor Espina’s comprehensive approach to health and nutrition exemplifies the impact that innovative leadership can have in transforming communities. By confronting the root causes of poor health and providing practical solutions, he inspires hope and resilience among the people of Biliran. “Together, we can pave the way toward a healthier and more prosperous future for all.”

Through stories like his, it becomes evident that effective leadership is not only about governance; it is also about fostering a community that thrives together, overcoming hardship through unity and determination.

Executive Session for Governor Sharee Ann Tan of Samar

During the Executive Session for Governors under the Provincial Leadership Development Program Module 3 last September 23-25, 2024, Governor Sharee Ann Tan shared how the Province of Samar is spearheading efforts to deliver equitable and effective healthcare through their accelerated implementation of the Universal Health Care (UHC) Law. At the heart of this initiative is the establishment of a Province-Wide Health System (PWHS) and a Health Care Provider Network (HCPN), designed to strengthen primary care and ensure seamless referral systems across various health facilities.

Key Strategies for Health System Strengthening

The UHC initiative in Samar adopts a two-pronged strategy—preventive and curative—focused on improving the health outcomes of its population, especially in underserved areas. This involves:

1. Strengthening Primary Health Care: Investments in Barangay Health Stations (BHS) and the augmentation of human resources in health ensure that primary care services are accessible at the community level. These efforts are bolstered by bloodletting programs and the re-engineering of personnel to address the immediate healthcare needs.
2. Upgrading Hospital Services: Samar is upgrading its healthcare infrastructure, with a focus on improving hospital facilities and services, particularly in rural areas. Through policies like the No Balance Billing (NBB), the province aims to eliminate financial barriers to healthcare. The expansion of health services includes infrastructure improvements, higher staff salaries, and enhanced benefits to attract and retain healthcare professionals.

Addressing Youth Health Challenges

One of the standout features of the UHC initiative in Samar is its focus on adolescent health. Programs like the ‘Purple Desk’ initiative provide critical mental health support to young people in schools, reaching over 18,000 adolescents. Furthermore, reproductive health services are being enhanced to address rising concerns about adolescent pregnancy, with dedicated programs aimed at improving youth awareness and access to healthcare.

Tackling Infrastructure and Access Barriers

The initiative also focuses on improving access to healthcare in geographically isolated and disadvantaged areas (GIDA). The lack of road and internet connectivity poses significant challenges in these regions, which the UHC program seeks to overcome through improved road networks, telemedicine, and satellite clinics.

Leadership and Governance in Health

The success of the UHC implementation in Samar is driven by strong leadership and governance. The initiative emphasizes unified health governance, strategic planning, and sound financial management. By opening Special Health Fund (SHF) accounts, expanding Provincial Health Board membership, and developing technical guidelines for procurement and supply chain management, Samar is laying the groundwork for a sustainable and resilient health system.

The Road Ahead

While the province has made significant strides, challenges remain in fully integrating health systems and ensuring functional health facilities in strategic areas. Continued focus on leadership development, investment in health infrastructure, and performance monitoring will be crucial in achieving the goals of UHC. Through these transformative initiatives, Samar is on its way to providing better health outcomes and a healthier future for all Samarnons.

Growing up in Northern Samar, Dr. Rommel Francisco knew the hardships of accessing public healthcare all too well. Daily, he watched as simple health concerns were often made worse due to a lack of access to basic healthcare services. He vividly recalls the two-hour boat rides taken by residents across the sea to receive basic medical help.

In college, he felt drawn to community medicine. “One subject that caught my attention was preventive medicine, where we were exposed to a community and I felt the people’s needs. I remembered my childhood years, growing up in the island community, with no doctors.”

After completing his medical education, he heeded his father’s advice to return home and be of service to his community. Dr. Francisco joined the provincial hospital, where he confronted the dire need for enhanced healthcare services in impoverished areas. This realization guided his decision to focus on public health, where he believed he could make a significant impact. In 2002, he began serving as the Municipal Department of Health (DOH) Representative assigned to a geographically isolated and disadvantaged area (GIDAs) in Northern Samar. He was back to his roots and ready to work. “Doing community work, I felt the need of the people,” Dr. Francisco says. “When I joined DOH, focusing on public health, I said to myself, this is my passion.”

Initial Efforts and Pressing Health Concerns

The healthcare landscape in Northern Samar was transformed through collaborative efforts. In 2010, a partnership between Northern Samar, the Zuellig Family Foundation (ZFF), the Department of Health (DOH), and the Center for Health Development was initiated to address the pressing health issues in the province. This collaboration focused on empowering local government units (LGUs) and integrating ZFF’s frameworks into provincial health strategies.

“We realized that the health sector cannot solve all the public health challenges. Collaboration and strong partnerships are essential in addressing these issues and creating a healthier and more equitable society for all,” Dr. Francisco says. “Healthcare providers, government agencies, political leaders, NGOs, and the private sector must work together. Combining resources, expertise, and influence allows us to address the root causes of health inequity.” Over the years, this partnership has grown and evolved, playing a significant role in the province’s healthcare improvements.

In 2012, the province recorded the highest maternal mortality rate in the region, highlighting the urgent need for effective interventions. Dr. Francisco prioritized addressing these maternal health issues through strong collaborations and partnerships with health NGOs and private stakeholders.

Reducing Health Inequities through UHC

Dr. Francisco’s advocacy for the Universal Healthcare Law (UHC) led to significant changes in Northern Samar’s healthcare landscape. The UHC Law brought several impactful changes. Northern Samar’s healthcare transformed through an innovative approach and comprehensive training, significantly improving its health service delivery. The province has seen a decrease in maternal mortality and better access to healthcare services.

The province’s health workforce has also benefited from the UHC Law, with initiatives aimed at training and deploying health workers to underserved areas. This has been complemented by innovations in establishing a Medical Scholarship Unit in 2020 to support local students pursuing medical education.

Building Resilience, Giving Back

Dr. Francisco’s journey is not over. He envisions a fut   ure where Northern Samar’s healthcare system is even more robust and accessible. His upcoming initiatives, such as enhancing the referral system and reducing the high costs of accessing healthcare services, are a testament to his unwavering commitment to continuous improvement. By the end of the year, he aims for 100% compliance with health standards and policies, a goal that inspires hope for a healthier future in Northern Samar.

One year into the Joint Program on Accelerating the Reduction of Adolescent Pregnancy (JPARAP) in Southern Leyte and Samar, we are seeing real progress. More adolescents are gaining access to sexual and reproductive health information and services, and the rates of adolescent births are dropping.

In Southern Leyte, the adolescent birth rate fell from 61.2 births per 1,000 women in 2020 to 54.8 in 2023. Similarly, Samar saw a reduction from 58.7 births per 1,000 women in 2020 to 52.3 in 2023. While these numbers show promise, further studies are needed to fully understand the program’s role in these improvements.

Despite this progress, many adolescents in these provinces still face barriers to accessing their health rights. Tackling this issue was the focus of the Zuellig Family Foundation (ZFF)’s Provincial Expanded Youth Leadership and Governance Program (PEYLGP) held from September 16-18, 2024 in Tacloban City, as part of JPARAP.

During the event, leaders from Southern Leyte and Samar were introduced to concepts of Adaptive Leadership and advanced multi-stakeholder processes to enhance their leadership competencies. Participants included local government officials, youth development officers, and representatives from health and education sectors. These leaders are now tasked with strengthening collaboration, involving the youth in decision-making, and finding innovative ways to create lasting changes in their communities.

The training will soon extend to 20 municipalities across Samar and Southern Leyte, where local officials and youth leaders will continue working together to reduce adolescent pregnancy. Their hope is to engage families and communities to solve this pressing issue, as it takes everyone’s effort to make a difference.

While there is still a long way to go, the commitment of these leaders and the support of their communities are paving the way toward sustainable change.

Cagayan de Oro City once faced a troubling issue with student drop-outs due to teen pregnancy, with an adolescent birth rate of 47 per 1,000 in 2018. However, in just five years, that rate has dropped to 36 per 1,000 in 2023. The city’s modern contraceptive use also increased from 29% in 2020 to 33% in 2023, moving closer to its goal of becoming a youth-friendly city.

These positive changes are thanks to new approaches in adolescent sexual and reproductive health services and campaigns led by various agencies. The city has been part of The Challenge Initiative (TCI) Program of the Zuellig Family Foundation (ZFF) since 2020, which helped bring together a network of organizations, including the city health office, youth office, and schools, to work on these issues.

These innovative efforts were highlighted at the first National Highways for Adolescent Health Learning Exchange (AdHLEx) Forum in Metro Manila from August 12 to 15, 2024. The theme was “Building the Expressways Towards Adolescent Health and Well-Being”, organized by the Department of Health (DOH) through its Disease Prevention and Control Bureau.

Lord Saver Centina, Local Youth Development Officer in Cagayan de Oro, presented the city’s work in improving local health systems through the Information Service Delivery Network (ISDN). He co-authored a paper with Pearl Joy Catingub, City Technical Lead for ZFF-TCI. Their presentation focused on engaging and empowering Kagay-anon youth.

“TCI helped us to define clearer dimensions of multisector interventions, minimizing duplication of services, unified strategic directions, and increased budget allocation,”  Mr. Centina shared. He added that the Local Youth Development Office aims to bridge city-level issues by involving barangay youth leaders, particularly the Sangguniang Kabataan (SK) members and other youth groups. This initiative aims to improve local health systems and encourage youth participation in accessing essential health services.

Attending the forum were various dignitaries and Adolescent Health and Development representatives from across the country, including Dr. Rachel Dilla, City Health Officer and ISDN Chairperson; Dr. Aimee Grace Gemelo, Medical Officer, and Fe Sumagpao, Family Planning and Adolescent Health and Development Program Coordinator of DOH-Northern Mindanao.

The Adolescent Health Learning Exchange is a series of presentations aimed at promoting integrated actions for improving health outcomes for Filipino adolescents, especially in reducing common health issues and teen birth rates.

This event also featured a ‘motorcade’ showcasing adolescent health initiatives, sharing best practices from partners, academia, private sectors, civil society, and local governments. The goal is to raise awareness of the challenges faced by adolescents in schools, workplaces, and communities.

Forty municipal health and youth leaders from Marabut, Santa Rita, San Sebastian, and San Jose De Buan, Samar gathered at the Ramada Hotel in Manila for the second training module of the Municipal Expanded Youth Leadership and Governance Program (MEYLGP) from August 26-28, 2024. This training, organized by the Zuellig Family Foundation (ZFF) under the Joint Programme on Accelerating the Reduction of Adolescent Pregnancy in Southern Leyte and Samar (JPARAP) with UNFPA, focused on building leadership skills and celebrating progress in adolescent health and local governance over the past year.

The local government units (LGUs) shared their successes, highlighting increases in contraceptive use, reductions in adolescent pregnancies, and the creation of roadmaps to improve youth sexual and reproductive health.

Key Achievements and Changes

In Marabut, Mayor Percival A. Ortillo Jr. has been a strong advocate for tackling adolescent pregnancies. The town saw a troubling rise in teenage pregnancies in 2022, with 23 cases reported. Thanks to targeted programs and youth involvement, this number has dropped significantly to just 7 cases in 2024. This change demonstrates the effectiveness of their health initiatives.

One challenge has been encouraging young people to use contraceptives. Traditionally, only those who had given birth sought family planning. Now, Marabut has seen a 3.2% increase in modern contraceptive users from 2022 to 2024, indicating progress in changing attitudes.

Additionally, Marabut has maintained a zero maternal mortality rate from 2022 to 2024, showing improved access to healthcare services.

Mayor Ortillo’s team also focused on refining Marabut’s health strategy, reducing key problem areas from many to just three: comprehensive sex education, low prenatal care among teens, and limited contraceptive access. Efforts are ongoing to tackle these issues through cooperation with local schools and healthcare providers.

The Rural Health Unit (RHU) in Marabut is moving toward becoming a Level 2 Adolescent-Friendly Health Facility (AFHF), which will enhance its services for young people.

The KADA Network (Key Assistance for Developing Adolescents) has been launched to support adolescent health. This initiative, backed by the Department of Health, equips local leaders with resources to help youth make informed decisions about their health. Services will soon be expanded beyond schools to local barangays, making them more accessible.

While the budget is tight, Mayor Ortillo believes that dedication and support are key. His leadership is setting an example for other towns in Samar, encouraging them to prioritize youth health.

Learning from Each Other

At the training, leaders shared their experiences and strategies for improving adolescent health. This collaborative approach allows them to learn from each other’s successes and challenges.

In San Sebastian, Mayor Ferdinand T. Gaviola noted fluctuating trends in adolescent pregnancies over the past four years. After a drop to 7 cases in 2023, the number surged to 23 this year. The reasons are still being explored, but the mayor’s administration is now focusing on local policies to improve adolescent health and increase access to contraceptives.

In Santa Rita, the mayor, a former youth leader, is committed to fighting teenage pregnancy. The municipality has seen a rise in contraceptive use and maintained zero mortality rates since 2022. They have redesigned health programs to better serve teens and are integrating these initiatives into their governance plans.

Both municipalities are working on local roadmaps to guide their adolescent health initiatives and ensure lasting impact.

Ongoing Challenges

Despite progress, these towns still face hurdles, such as cultural resistance to family planning, financial limitations, and the impact of family dynamics and peer pressure on youth behavior. Issues like exploitation and early marriages also complicate efforts.

Addressing these challenges requires ongoing commitment and community engagement. Local leaders are determined to continue raising awareness and mobilizing resources to reduce adolescent pregnancies.

Commitment to Continued Progress

The training ended with each LGU creating six-month action plans to build on their achievements. Participants committed to strengthening local policies and increasing community involvement.

The training also featured research from the University of San Carlos, shedding light on challenges facing Filipino youth, such as child marriages. This insight emphasized the need for a comprehensive approach to youth development.

Looking Ahead

The MEYLGP Module 2 training showcased the power of local leadership and collaboration. A second batch of training is scheduled later this year with more LGUs joining the effort to improve adolescent health in Samar.

Mayor Vic Paul Salarda, born and raised in Alabel, Sarangani, has committed to improving the lives of his fellow residents. A former public school teacher for nine years, he was inspired by his parents, who were also dedicated teachers. He took office as mayor in 2016, after serving as a municipal councilor and vice mayor.

His mission is to tackle food insecurity and healthcare issues in Alabel, a town with vast agricultural land but recurring problems with food security and malnutrition. Shortly after becoming mayor, he joined the Zuellig Family Foundation’s (ZFF) Municipal Nutrition Governance Program to help address these challenges. His drive to serve intensified after his mother’s passing, leading him to take on the family’s political legacy with a focus on reform.

Poverty Plagues the Beach Town

When Mayor Salarda took office in 2016, nearly half of Alabel’s population was living in poverty, with a rate of 45%. The town’s poverty rate had been rising, reaching 46% in 2012 before slightly dropping to 44.7% in 2015. By 2017, the poverty rate had jumped to 64%, showing the severity of the situation.

Alabel’s terrain, mostly rolling hills and mountains, made farming difficult and attracted insurgents, though the military helped reduce their influence by 2015. Despite having vast agricultural land, Alabel faced food shortages, with local farmers producing only 40% of the needed food by 2022. Factors like a lack of farm machinery, no financing options, and selling land for industrial use worsened the problem.

Alabel’s population grew rapidly from 18,186 in 1975 to 88,294 in 2020, straining the town’s resources and services. A survey in February 2022 found that only 1% of families in Alabel were food secure.

Pressing Need to Amplify Interventions

In 2018, Alabel struggled in achieving its healthcare goals, particularly in maternal and child health. Key indicators like maternal mortality, antenatal and postnatal care, and skilled birth attendance were below target. Coverage for these services barely reached 60%, highlighting the need for better healthcare infrastructure and services.

The town also faced high malnutrition rates. Since 2017, over 22% of children were stunted, and 10.47% were underweight. Despite some improvements from 2017 to 2019, more comprehensive interventions are needed.

“What about the forthcoming years, the increasing population, and the conversions of agricultural lands? How would it affect our food supply?” Mayor Salarda asked. “How are we going to fill in the gaps? Should or can we always rely on food outsourcing? What will happen if LGU doesn’t act now? And what direction shall we take?” Early in his term, Alabel worked with ZFF, UNFPA, and the Department of Health to improve maternal care and ensure no mother dies during childbirth.

Deep Dive

Mayor Salarda and his team visited a family in Sitio Glamang, Barangay Datal Anggas, Alabel, where they found 4-year-old Joana severely malnourished and underweight. The area is remote, requiring a difficult two-hour journey with high transportation costs. Joana’s family, affected by a recent flood, had limited food and lived in cramped conditions. They ate mainly papaya and sweet potato tops, with rice being rare.

The core team members felt pity and frustration, realizing the difficulties posed by language, customary beliefs, and traditions in delivering services to the people. Rona Padilla of the Municipal Social Welfare and Development Office expressed disbelief that some children, particularly in geographically isolated and disadvantaged areas (GIDAs), are deprived of their right to education despite their efforts to promote early childhood care and development.

This encounter served as a reminder to Mayor Salarda and his core team of the need for a comprehensive plan of action to address poverty, hunger, and malnutrition in Alabel. They recognized the importance of collaboration with ZFF to achieve their goals and uplift the well-being of the community.

Taking action 

Alabel has received support from the Sarangani Provincial Health Office. Together they have strategized and allocated additional resources to enhance the local healthcare system and address the persistent challenge of malnutrition. This partnership aims to implement sustainable measures that will improve nutrition outcomes and ensure the overall well-being of the community. By focusing on comprehensive nutrition programs and interventions, Alabel is actively working toward alleviating the high incidence of malnutrition and promoting a healthier future for its residents.

 In 2021, Mayor Vic Paul Salarda launched the Municipal Food Security and Economic Recovery study and developed a 10-year food security plan. This plan aims to ensure that everyone in Alabel has access to safe, nutritious, and affordable food. To support this, Mayor Salarda set up a Food Security Council with committees focusing on production, technical skills, marketing, and linkages. The Council works to boost food production, build skills, and improve market connections.

Since 2022, Alabel has been implementing the plan, investing in farm machinery, supporting farmers with training and equipment, and improving food quality and access. They have partnered with organizations like Seaoil Foundation and Mahintana Foundation to provide nutritious food to schools and daycares.

Efforts also include targeting the poorest with scholarships, livelihood support, and financial assistance for farmers. The goal is to reduce food insecurity and poverty in Alabel through comprehensive and collaborative approaches.

Ensuring food security through the mobilization of barangay leaders

Mayor Salarda, with support from ZFF and Seaoil Foundation, met with all 13 barangay captains to discuss improving nutrition and food security. The captains agreed to support and guide local workers and adopt food security policies in their areas.

Salarda’s program, ‘Serbisyong Smile sa Barangay’, aims to help poor households, especially in remote areas, by providing health, social, and agricultural services. During the pandemic, the Jollibee Foundation’s community kitchen prepared hot meals for malnourished children using surplus produce bought by the LGU.

The new municipal food hub in Barangay Alegria helps local farmers sell their produce and provides a 100-peso fuel subsidy for deliveries. Efforts have reduced child stunting to 7.53% in 2022, benefiting 717 children.

Mayor Salarda plans to expand these initiatives and seeks more partners to improve infrastructure and support for farmers. Despite financial challenges in fueling their 10-year plan on food security and poverty alleviation, Alabel remains committed to making positive changes and further improving the well-being of its community members.