Department of Health (DOH) Undersecretary Dr. Gerardo Bayugo said that “motivating people to rally behind a common health vision is not something easily taught and learned.” This, according to him, is the gap that Zuellig Family Foundation (ZFF) and the United States Agency for International Development (USAID) have been bridging through the Institutionalization of Health Leadership and Governance Program (IHLGP).

The IHLGP, introduced in 2017, focused on turning local chief executives (LCEs) into health champions who address health inequities in their communities.

Barangay captain Marlon Tabac of Gusa, Cagayan de Oro City shared that through IHLGP, they were able to hold meaningful dialogues and build trust between provincial-municipal-barangay leaders and their constituents. Thus, when COVID-19 struck, people were quick to follow the LGUs’ policies and programs.

Dr. Yolanda Oliveros, USAID Office of Health (OH) deputy director, said that IHLGP has a unique approach that strengthened the LCEs’ health governance and helped them build the capacity of potential leaders around them. “When we talk of IHLGP, there are things consistent and inherent to the program, like the use of health systems roadmaps, scorecards, coaching system, deep dive, bridging leadership, partnership building as a social capital, systems thinking, and adaptive management,” added Oliveros.

Earlier this month, USAID OH agreement officer representative Maria Teresa Carpio shared a similar insight. “Instead of operating in silos, cities are talking with barangays, regions, and provinces. The legacies of IHLGP have shifted the leadership paradigm from what is visible to what is substantive. It’s about nurturing relationships, getting the buy-in, and applying bridging leadership competencies (or owning and co-owning realities and challenges, and co-creating solutions).”

DOH Undersecretary Dr. Abdullah Dumama Jr. also recognized how IHLGP contributed in expanding local health boards, improving barangay engagement, establishing more adolescent-friendly facilities, and increasing the LCEs’ ownership of health challenges. The National Handover and Sustainability Ceremony was held last September 29, 2020 as culmination activity of IHLGP.

Managing health systems is complicated enough without the COVID-19 pandemic. The Zuellig Family Foundation is proud to have trained mayors who have ably risen to the challenge. All underwent the ZFF’s health leadership and governance program.

Toni Yulo-Loyzaga, a ZFF trustee, pointed out the observed leadership skills, starting with leveraging personal and professional background.

During the recently concluded online forum organized by ZFF, local chief executives from its partner provinces and cities mentioned their different careers before joining politics. This, according to Loyzaga, adds value to their role because it allows them to use a wider lens in understanding health challenges. Koronadal City Vice Mayor Peter Miguel developed advocacy for reducing maternal deaths when his late wife, who worked as an obstetrician-gynecologist, told him that no mother should die of childbirth. He strengthened maternal and child care in his city by upskilling the barangay health workers (BHWs).

Loyzaga noted that ZFF LCEs value partnerships with the academe and the private sector, whom Loyzaga said must be valued not just as donors, but as co-implementers. Zamboanga City Mayor Ma. Isabelle Climaco-Salazar involved private groups and government agencies in the city’s health agenda focusing on teenage pregnancy, rights of women and children, tuberculosis, and contraceptive use. Collaborations with the private sector allowed the city to manage the influx of locally stranded individuals and returning Filipinos amid the pandemic.

But effective health leadership does not end with owning and creating solutions. Loyzaga pointed out how trust-building is at the heart of behavioral change and public governance. LCEs must reach out to understand and build trust with their constituents. “It is the glue that binds our communities,” said Loyzaga.

Lastly, Loyzaga reminded the leaders to recognize the value of risk communications and the need to integrate it into their health programs at the very beginning. Risk communication builds trust and cooperation among the people and enables mutual dialogue and participatory decision-making. ZFF conducted a series of online forums to highlight the accomplishments of its partner local government units (LGU) whose health leaders participated in the USAID-supported Institutionalization of Health Leadership and Governance Program. The IHLGP aimed to help LGUs provide constituents easier access to quality healthcare services and improve health outcomes.

One-and-a-half months since the imposition of the enhanced community quarantine, some provinces in the Philippines remained COVID-free. Agusan del Sur is one of them.

Governor Santiago Cane Jr. attributed this to the good teamwork among provincial and local government leaders and personnel. They also strictly adhered to the ECQ guidelines and protocols.

“What must be allowed must be allowed, and what is not must not be allowed. If we become complacent, then the problem will become uncontrollable. We have been blessed with people who can work hand-in-hand with each other,” Cane said.

Provincial health officer II Dr. Jacqueline Momville said the local government began distributing information, education and communication materials on COVID-19 in every barangay in early March. Even without a confirmed case, the LGU set up a COVID hotline and implemented strict monitoring of people entering the province.

The doctor also said its low population density could have contributed to Agusan del Sur’s zero COVID-19 case. And she linked this to the province’s intensive campaign on contraceptive use, a long-running campaign of the province in partnership with ZFF.

Preparing the people for the worst

Despite their success, the governor admitted they face issues now that the province is transitioning to general community quarantine (GCQ). One major concern is their inadequate number of healthcare personnel and equipment. And while it has enough community quarantine beds for mild and severe cases, it lacks ICU beds for critical cases should an outbreak occur.

Agusan del Sur is also adjacent to provinces with positive COVID-19 cases. Therefore, Dr. Jomar Rabajante of University of the Philippines Los Baños Institute of Mathematical Sciences and Physics said the province must guard their borders.

As a measure to fight the pandemic, Momville said the local government unit (LGU) are already planning to conduct province-wide training for disaster resilience in health to improve case detection, contact tracing, and address proliferation of fake news during emergencies.

ZFF trustee Dr. Dayrit said the key to keep COVID-19 cases zero lies in creating a communication system that would keep people informed of their own roles in combating the virus, as well as the concerted efforts of all levels of the LGU to protect the public.

Cane said their greatest defense now is the people’s compliance to staying at home. “We have to face this. I believe that this kind of war can only be won if we retreat to our homes. Ang mga duwag ang mananalo (The cowards will triumph). Follow the protocols.”

Another crucial step is providing PPE sets for all healthcare staff especially since they have inadequate number of personnel. The LGU was advised by Dayrit to also look into the possibility of tapping private organizations to assist them in establishing testing facilities since the current turnaround time for tests takes at least a week.

Improving capacities to overcome threats

Testing for the Caraga Region is done in Davao City. Department of Health regional director Dr. Jose Llacuna Jr. said he has asked the DOH national office to accredit the Caraga Regional Hospital and Butuan Medical Center as test centers to minimize the turnaround time.

Llacuna also said the Regional Task Force for Coronavirus Disease 2019 (RTF COVID-19) One Caraga Shield had been laying out plans for the region’s shift to the general community quarantine (GCQ).

Cane then said they will be procuring more PPE sets, as well as ventilators. He also said they will continue giving support for provincial surveillance team, establishing risk communication and hazard contingency plan, capacitating all levels on disaster resiliency and management, establishing additional isolation facilities, establishing COVID test lab and more ICU beds, and strengthening psychosocial support for patients, the patients’ families, and front-liners.

As the province braces itself for possible new waves of the infection, its people can take comfort in their health leaders’ decisiveness, and ability to adapt and collaborate. As Momville said, “Every day is learning by doing. We learn what needs to be done better. We become better persons. We are not ready in many ways, but we are doing our best. It’s bringing out the best in us.”

The discussion with the Agusan de Sur health leadership team was held last April 30. This executive session is part of ZFF’s efforts to help its partner-provinces effectively manage the COVID-19.

When the Philippines recorded its first COVID-19 case in January, Aklan was regarded as one of the hotspots because it had direct flights from Wuhan, China and tourists continued to flock to Boracay. But the provincial government’s quick actions proved effective in containing the virus. In fact, as of April 24, the province only had six confirmed COVID-19 cases, four of which have since recovered, and zero COVID-19 death.

During the recent executive session for governors facilitated by the Zuellig Family Foundation, UP COVID-19 Response Team member Dr. Jomar Rabajante said Aklan is still in the preventive stage, which means there is no COVID-19 outbreak in the province.

What worked in Aklan was its immediate response. It enforced border and port controls, and the closure of the international airport. It intensified its information campaigns across media platforms. It activated the municipal health officer-led Barangay Health Emergency Response Team for monitoring of identified or suspected cases. A mobile app was developed for COVID-19 hotlines, pharmacies, and food deliveries. Sanitation tents were set up in hospital entrances.

Aklan Governor Florencio Miraflores acknowledges that they have been “lucky” not to have local transmissions until now. But he also admitted the pressure to restart the tourism industry is great considering it is a major source of income where funds for the healthcare system also come from.

Enhanced community quarantine could be lifted soon in Aklan.

Still, prepare for the worst

Rabajante, however, reminded Aklan to still prepare for the worst scenario given the province’s lack of facilities to accommodate many cases should an outbreak occur. At present, Aklan only has a maximum capacity of 178 community quarantine beds, 31 hospital beds, 9 intensive care unit (ICU) beds, and 4 mechanical ventilators.

The province has not yet crafted a comprehensive plan for the reopening of the province that is why Miraflores is cautious. He knows “the chances of an outbreak is still there considering that Aklan is a tourist destination.” Thus, their next challenge is making sure there will be no widespread infection after COVID-19 related restrictions are removed.

ZFF Deputy Executive Director Dr. Anthony Faraon recommended taking this time for the provincial government to consult with all municipal mayors while they are still at the preventive stage. To further strengthen their preventive measures, Faraon suggested mobilizing a province-wide contact tracing team, focusing on the hotspot municipalities, strengthening community-based management, and finding continuous supplies of personal protective equipment (PPE) sets for community health workers.

Communicate well the risks, test more, protect health workers

ZFF Trustee Dr. Manuel Dayrit said the LGU should strengthen its risk communication strategies so every Aklanon knows the risks of getting and spreading the virus. And instead of buying, Dayrit also encouraged the making of face masks by ordinary citizens.

He said the province should identify the places where exponential growth could occur and build testing facilities near tourist areas so faster detection and isolation of probable COVID-19 patients are possible. “Outbreak potential increases with delay,” Dayrit added.

On the use of Bayanihan funds, Dayrit suggested prioritizing the purchase of PPE for healthcare workers. He also urged Aklan to fill the gaps in its healthcare systems particularly on the number of facilities in order to remain on top of the situation.

Routine activities to keep COVID-19 at bay

According Dayrit, COVID-19 will stay as long as no vaccine is discovered. Hence, another crucial move for Aklan is to establish barangay-to-regional routine activities to effectively monitor probable infection in communities, and activities in hospitals and quarantine facilities. He recommended creating a provincial command group that will be in touch with all levels of the LGU and ensure non-COVID needs are also taken into account.

Department of Health-Center for Health Development in Western Visayas director Dr. Marlyn Convocar said the testing capacity in the region is limited especially since it also caters to Region IV-B; hence, the delay in results. She suggested tapping private groups to increase Aklan’s laboratory testing capacities.

She also recommended clustering of influenza cases while gradually lifting community quarantine. She added that stringent measures be in place to limit and check the arrival of tourists and repatriates, impose strict healthcare measures in the workplace and schools, and continue surveillance in the community even after the lifting of community quarantine.

Miraflores thanked Dayrit for essentially spelling out the steps they have to take, and Convocar for the added inputs to what and how they should proceed post-ECQ. The challenge is to strike a balance between livelihood and public health.

The executive session, held last April 25, is part of ZFF’s efforts to assist its partner provinces in responding to the threats of COVID-19.

Outside Metro Manila, Bataan is among the provinces with rising cases of COVID-19. Before the Luzon-wide lockdown, it recorded only one confirmed case. As of April 24, there were 77 cases. More worrisome is the 55 COVID-19 cases among health workers of the Bataan General Hospital and Medical Center (BGHMC), a Department of Health-run facility.

Being a partner-province of the Zuellig Family Foundation, a virtual executive session for the governor and his health team was facilitated by ZFF to help analyze Bataan’s situation and recommend ways forward.

A resource person during this coaching was UP Response Team member Dr. Jomar Rabajante, who said that based on the trend in the province, interventions have been effective in slowing down the virus.

Some of these interventions are intensified information campaign using different platforms, contact tracing, free transportation services for health workers, training by the BGHMC of health personnel and inter-agency task force on infection control and prevention measures, scheduled public market operations, and heightened surveillance.

But Rabajante cautioned the province from being complacent. It should, according to Rabajante, intensify its detection, tracing, and testing capacities especially in the identified hotspot areas or those localities with high number of positive COVID-19 cases such as Balanga, Orani Orion, Samal, and Limay.

He highlighted the importance of preparing for worst case scenarios. He said that, if the ECQ is lifted after April 30, the peak of infection in the province may happen sometime in the first week of May. In that case, the province would require facilities and equipment beyond the present capacity of Bataan hospitals.

Given this probability, Bataan Governor Albert Garcia plans to develop a real-time monitoring system to get ahead of the problem, while adding, “We need health experts to guide us. I’d like to ask for hand-holding partnership to be ahead of the problem before it gets bigger.”

Public-private partnership for COVID-19 containment

To contain COVID-19 cases in BGHMC, the province signed a formal agreement with the DOH Central Luzon office/BGHMC, and the private hospital Centro Medico de Santisimo Rosario for the private hospital to treat emergency medical services after the closure of BGHMC’s out-patient department. The provincial government shoulders indigent residents’ expenses as BGHMC becomes exclusive to COVID-19 cases.

Aside from Centro Medico, patients needing elective surgeries, direct consultations, and other health needs not related to COVID-19 can go to the district hospitals.

ICTs for COVID-19 Response

As a step to mitigate the further spread of COVID-19, the province also intends to maximize all available information and communication technologies (ICTs). “This COVID-19 crisis made us realize so many things, and most of it are hard lessons. It made us realize the inefficiencies of our health system, fragmented layers of government, and even disoriented communication,” Garcia admitted.

ZFF Trustee Dr. Manuel Dayrit said everybody has to be on the same page so the LGU must do granular strategies in conducting risk assessments, which means, according to Dayrit, risk assessment must be done at different levels: individual, household, barangay, municipal, and provincial. Doing so would enable the LGU to make more precise plans and manage resources based on the priority needs of each level.

In response, Garcia shared their plan of setting up a call hub that will serve as a health command center. This command center will then be the central repository of all data related to COVID-19 cases within the jurisdiction of Bataan. It will enable faster detection and isolation of probable cases and consequently, speed up actions from the local health leadership.

Not just health response but employment as well

In addition, Bataan is also looking into the efficiency of texting mechanism to gather data from households and even hospitals. According to Garcia, texting might be a great platform since there are 170,000-180,000 cellphone users in Bataan. It can be an opportunity to reach many people about preventive measures and as a means to monitor the well-being of household members.

The LGU is also eyeing to maximize the presence of social media by setting up chatbots since majority of the population own social media accounts and it offers faster reply mechanisms. It will also give the people more options to send out their concerns given the limitations of short messaging service (SMS) or text.

This system will also provide employment as it requires manpower who will be responsible for collecting data from the callers and processing gathered data into comprehensible information. Likewise, data collected will enable the local chief executives to see if initiatives are flattening the curve and to plan their next actions. The executive session was held last April 21 is part of ZFF’s efforts to assist its partner provinces in responding to the threats of COVID-19.

A four-point recommendation on community-based management of COVID-19 was presented during another virtual round table discussion (RTD) presented by the Zuellig Family Foundation in partnership with the Alliance for Improving Health Outcomes (AIHO) and Philippine Society of Public Health Physicians (PSPHP).

The four main points of the recommendation are local preparedness and response strategy, guidelines on identification of cases, establishment of local isolation and general treatment areas for COVID-19 cases (LIGTAs COVID), and family-oriented approach for different levels of care.

The recommendation aims to guide local chief executives (LCE) in enforcing preventive measures for households and streamlining protocols for managing suspected and probable COVID-19 cases. The RTD was also designed to encourage people to strengthen the first line of defense at home.

Dr. Miguel Dorotan, Alliance for Improving Health Outcomes (AIHO) executive director and one of the RTD presenters, said depending on the current scenario in each locality, LGUs can follow a three-level local preparedness and response strategy to determine the appropriate preventive, mitigation, or responsive actions.

Alpha alert: no local COVID-19 case

Alpha alert level shall be placed for LGUs with no known local case of COVID-19. In such level, LCEs are expected to: prepare an incident action plan (IAP), organize the incident management team (IMT), establish and test surveillance and notification system, establish referral system, ensure the presence of adequate health human resource, conduct rapid needs assessment, secure necessary healthcare equipment and supplies, conduct training and orientation for health workers, identify vulnerable and high risk areas and population groups, prepare community quarantine and isolation facilities, disseminate timely and accurate information, and monitor ingress and egress of people into and out of the community. This boils down to preparedness of the community to prevent the virus from infecting the population.

Bravo alert: confirmed COVID-19 case

If a positive case has been confirmed, alert level bravo shall be raised and mitigation measures shall be observed. In this case, the LCEs must activate the emergency operations center (EOC) and implement the incident action plan that includes social re-engineering measures like social distancing and prohibition of mass gatherings, household profiling, establishing platforms for information dissemination, and contact tracing.

Charlie alert: COVID-19 community transmission

Meanwhile, if the LGU has already recorded community transmission, alert level charlie will be raised and response actions shall be in place. LCEs shall then issue a directive for implementation of enhanced community quarantine and activate barangay health emergency response team (BHERT) for active case finding, testing of suspected cases, situation report preparations, as well as establishment of community support groups for patients and their families.

As a holistic approach, the four-point recommendation emphasizes preparedness and response to involve government agencies, the private sector, local health units, civil service organizations (CSOs), local COVID-19 task forces (LCTF) and BHERTs, and community members. Sanitation inspectors as well as community isolation unit managers shall also be mobilized to oversee proper waste management and operations of LIGTAs COVID.

The second part of the strategy pertains to guidelines on identification of cases in the community. In this stage, BHERTs play a crucial role in identifying patients for admission. LGUs are also encouraged to set up a hotline which community members can call or text if they develop symptoms or had been in contact with a suspected or a confirmed case.

Spaces for patients

The third part of the recommendation refers to establishing LIGTAs COVID or a facility within a barangay, municipality or province, where patients can be temporarily housed for quarantine or isolation. In setting up quarantine areas, space, staff, supplies, and special services must be considered. LIGTAs COVID spaces should be well-ventilated, and separate for confirmed and for suspected patients. Since LGUs have different spatial, financial, and social conditions, LCEs must explore ingenuous ideas like modular tents, barangay halls, or existing structures like hotels. AIHO also reminded LGUs to use school buildings as quarantine areas only as a last resort as per the guidelines of the Department of Education (DepEd). 

The fourth and final part of the recommendation refers to family-oriented approach for different levels of care. Based on this, families shall follow specific guidelines on hygiene, home sanitation, social distancing, food choices, anticipatory guidance, and family support depending on whether there is no known case of COVID-19 in the family, a family member is on home quarantine or self-isolation, or family member/s should be in a healthcare facility or isolation unit.

Beyond the four-point recommendation

In the recently held Social and Behavior Change Communication Summit, Senior Program Officer of Johns Hopkins Center for Communications Kathryn Bertram shared that while communicating relevant information about COVID-19 is vital, it is also important to emphasize everyone’s social responsibility and ability to do something positive for families, neighbors, and communities. For one, it is every citizen’s duty to know the consequences of non-compliance to existing preventive and mitigation measures. 

Moreover, the Department of Health (DOH) mandated the continuance of essential health services amid the crisis. Dr. Juan Antonio Perez III of the Commission on Population (POPCOM) said rural health units (RHUs) will activate volunteers to provide home delivery of contraceptives for three months. The four sub-clusters of the health response cluster namely medical and public health, nutrition, mental health and psychological support (MHPSS), and water, sanitation and hygiene (WaSH) shall also be continually be provided at this time.

For local governance, Bataan Governor Albert Garcia asked the national government to assist the LGUs in using rapid test kits to immediately identify, treat, and isolate the possible positive cases in the community while DOH and the Research Institute for Tropical Medicine (RITM) roll out regional testing centers. Other LCEs who participated in the RTD also asked the national government to ensure that all issuances related to the fight against COVID-19 be communicated with the LGUs in a timely and systematized manner.

Dr. Aileen Riel-Espina, one of the resource speakers from AIHO, said that fighting the virus is like “fighting an invisible enemy that seems to creep in slowly day by day, threatening our very existence. The call is loud and clear. It is a call to have everyone on board,” Dr. Espina said.

The RTD titled “Community-based Management of COVID-19: Strengthening the LGU Frontlines” was held last April 1. Dr. Lei Camiling Alfonso was also a resource person during the RTD.

Holding RTDs is part of ZFF’s initiatives to help local health leaders in improving health outcomes of Filipinos amid the global threat of COVID-19.For more details about the four-point recommendation, please send your inquiries to mdorotan@aiho.org.ph or atrespina@gmail.com. Follow ZFF’s official twitter account @ZFF_foundation for updates.

In response to the exponential growth of COVID-19 infected patients since the first confirmed case in the Philippines, the Zuellig Family Foundation held a virtual round table discussion (RTD) to talk about the local government units’ (LGUs) role in combating the threats of COVID-19.

Under Proclamation No. 922, all government offices and LGUs are mandated to “render full assistance and cooperation and mobilize the necessary measures in a timely manner to curtail and eliminate the COVID-19 threat.”

“As bridging leaders, local chief executives should be fully informed of what is happening, target the cooperation and trust of constituents, and come up with new institutional arrangements to address the emergency,” said ZFF chairman and president Ernesto Garilao in his discussion of ZFF’s Leadership Framework for COVID-19.

Department of Health (DOH) Undersecretary Maria Rosario Vergeire, a resource person during the RTD, pointed out the roles of the LGUs.

Vergeire encouraged each LGU to align their mitigation initiatives with DOH’s four-point strategy of contact tracing, physical distancing, diagnostics, and medical management to fight COVID-19. Accordingly, surveillance and epidemiology units shall be mobilized to do contact tracing.

Another resource person, ZFF trustee and former DOH Secretary Dr. Manuel Dayrit, reiterated that contact tracing is a crucial stage as it is the key to identifying community members displaying symptoms of the disease, tracking people who have been in contact with patients under monitoring and investigation (PUMs and PUIs), and identifying patients who need critical care.

Dayrit cited Metro Manila’s experience to explain why early detection is fundamental, saying, “We were not able to do early detection in February. What eventually happened, many of our countrymen went home to provinces. As we can see, from DOH reports, there may already be transmission in the provinces –some of them may be carrying the virus.”

Meanwhile, municipal and city mayors as well as barangay captains are expected to enforce and monitor the implementation of social or physical distancing in their jurisdiction. This is the measure to reduce close contact between people in order to prevent the spread of contagious diseases. Hence, it is the LGU officials’ mandate to ban mass gatherings, suspend classes, and enforce mandatory community-based quarantine.

As COVID-19 spreads quickly and new protection measures are implemented, people are constantly seeking information. Here, government officials again play a crucial role to make sure effective communication is in place, where, according to another RTD resource person Vikki Luta, EON-Engage business unit head, advised local authorities to conduct social listening or taking note of the public’s opinions, questions, and complaints. Then, the government can respond appropriately. LGU officials must also be responsible for addressing false information to avoid further panic and other social disturbances.

While the DOH has already set up a centralized communication chat where all announcements are posted, LGUs are encouraged to use necessary platforms to reach their constituents, especially those in geographically isolated and disadvantaged areas. In Salcedo, Eastern Samar, Mayor Melchor Mergal uses radio and text blasts in disseminating the latest developments about the virus.

“People are confused because of many news items about COVID-19 on TV and social media. Access to correct, clear, and regular information will help government in identifying right intervention,”shared Mergal. LGUs are encouraged to tailor their communication strategies and channels—print, traditional, or new media—with the communities they serve.

In terms of diagnostics, city mayors and provincial governors are likewise given the task of mapping out primary health care facilities, which can accommodate mild and asymptomatic cases. This is to avoid congestion in hospitals that must prioritize severe and critical cases.

Bataan Governor Albert Garcia shared they are already preparing more facilities like stadiums and coliseums that can accommodate more patients. They are also looking into the possibility of using elementary schools as temporary facility for PUMs and PUIs.

To assist the national government in medical management, the DOH encourages LGUs to establish their own mechanism to collect and send samples of patients to designated laboratories while the national government is arranging the setting up of testing laboratories in each region. Vergeire also points out that LGUs can help provide transport means to health workers and essential personnel especially during the community quarantine period and take lead in designating funeral homes in handling COVID-related casualties.

Moving Forward

While COVID-19 is the urgent health concern, patients with other illnesses should not be neglected. Hence, the DOH provided a set of guidelines to help LGUs implement telemedicine while the enhanced community quarantine is in place. Telemedicine is the distribution of health-related services through electronic information and telecommunication technologies. It minimizes face-to-face interactions between patients and health workers, thus, complying with the mandate of DOH to observe social distancing.

On top of these health concerns, LGU officials should also consider the present situation as public order and security concern. Threats of riots, looting, and other social disturbances must also be managed, taking into consideration children, pregnant women, senior citizens, and people with underlying conditions as most vulnerable sectors.

ZFF recognizes that all initiatives, however big or small, require participation among the people. Combating COVID-19 is not the sole responsibility of a single sector but requires everyone’s cooperation. As Cagayan de Oro Mayor Oscar Moreno said, “The best way to handle this problem is to look beyond our boundaries. The key is teamwork at all levels, all the way to the barangay level.” The mayor had begun coordinating with mayors from neighboring towns so they work together in addressing the pandemic.

The RTD, held last March 25 and entitled “Working Together for LGU Preparedness and Response,” is part of ZFF’s efforts to continue its mission of being catalyst of better health outcomes especially now that the whole world faces a pandemic. For over a decade now, ZFF has been helping improve capacities and knowledge of local chief executives in health leadership and governance. Its interventions have been introduced to health leaders in 774 municipalities, 25 cities, and 27 provinces.

For more information about the roundtable discussion, you may email kmg@zuelligfoundation.ngo.

After 11 years as chairperson of the Zuellig Family Foundation, Ambassador Roberto Romulo is stepping down this September 1. He then becomes its chairman emeritus, and remains a member of the Board of Trustees (BOT).

In a recent meeting announcing his retirement, the other trustees expressed their gratitude for his wisdom in taking ZFF’s vision—of being a catalyst for the achievement of better health outcomes for all Filipinos—to scale, and encouraging it to forge partnerships that allowed ZFF to reach hundreds of local government mayors and governors who improved their health systems and the health status of their constituents.

The BOT likewise appreciated his leadership in ensuring ZFF’s interventions had relevance, rigor, and impact on the public health sector.

During the said meeting, the BOT also elected Ernesto Garilao as the new chairperson. He remains president of ZFF.

Appointed as Executive Director is Austere Panadero who will assume all responsibilities for the day-to-day operations of the Foundation.
Gil Salazar, former executive director of the Philippine Business for Social Progress, was appointed treasurer to replace Kasigod Jamias, who remains a trustee.

There will likely be more stunted, wasted, and underweight children because of COVID-19. Without proper interventions, these children are put to a disadvantaged up to their adult lives.

It was Cabinet Secretary Karlo Nograles, who also heads the government’s hunger task force, who expressed the bleak expectation following the September SWS poll that showed 7.6 million households had experienced involuntary hunger at least once in the past three months.

The Zuellig Family Foundation, through its City Nutrition Governance Program, works with Puerto Princesa, Tacurong, and Tagum to improve nutrition in the first 1000 days, and mitigate the impacts of the pandemic as well as integrate nutrition into their overall COVID-19 response programs.

The city mayors aim to address the unsustainability of food packs distribution and cash amelioration programs, and then make their constituents more food self-sufficient.

Puerto Princesa supports the organic backyard gardening by distributing gardening and farming tools, seedlings, and information materials to families in barangays where malnutrition cases are high.

Tacurong City appointed a new city action nutrition officer, activated the city and barangay nutrition councils, and upgraded front-line health workers’ skills.  Pregnant women and mothers with malnourished children get priority seed allocation.

Tagum City’s agriculture office introduced programs that brought fresh produce directly to barangays, encouraged residents to plant on vacant lots around the city, and gave residents free access to seeds and seedlings.