METHODOLOGY
BIBLIOGRAPHY
ELIZABETH M. TALAWA, October 2008. Key Players’ Involvement in the
Planning Process of the Nutrition Program of Bakun, Benguet. Benguet State
University, La Trinidad, Benguet.
Adviser: Marlowe U. Aquino, Ph. D.
ABSTRACT
This study determined the conduct of community program planning particularly
on the involvement of key players in the preparation and development of the nutrition
program of Bakun, Benguet.
Three important research methods, namely: interviews, focused group discussion
and participant observation were used to gather pertinent data for this study and were
subjected for interpretation and analysis for complete qualitative methodology.
The respondents were the thirteen (13) members of the Bakun Municipal
Nutrition Council (MNC) who were the key players in the planning process for the
nutrition program.
Findings showed that there is a need for a defined planning process for the
preparation of the Municipal Nutrition Action Plan (MNAP) of Bakun, Benguet. A formal
planning process is necessary that would consider the development vision, mission,
goal and objectives of the municipality and the nutrition program in the formulation of
the MNAPs. The MNAP objectives are to be integrated in the municipal development
plan as basis of allocating funds to support the nutrition program.
There were criteria but are not definite in prioritizing the projects and activities in
the MNAP. MNAP preparation was not synchronized with the annual municipal
development plan preparation because the time targeted was the deadline of
submission of the MNAP at the Provincial Nutrition Office and not the annual investment
programming of the municipality.
The MNAP was a consolidation of separate plans prepared by different offices
implementing nutrition related projects and activities, prepared by the Municipal
Nutrition Action Officer (MNAO) alone, using the guide sheet from the nutrition
evaluation team. The other members of the MNC had limited involvement in the MNAP
preparation because they only approved during meetings the Plan prepared by the
MNAO.
Limited dedication, commitment, cooperation and involvement on the part of the
MNC members were the factors identified that hindered the formulation of the MNAP.
Hence these were further utilized to serve as contributing factors to support better and
participatory planning process of the municipality.
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TABLE OF CONTENTS
Page
BIBLIOGRAPHY .............................................................................. i
ABSTRACT ....................................................................................... i
TABLE OF CONTENTS ................................................................... iii
INTRODUCTION
Background of the Study .............................................................. 1
Statement of the Problem ............................................................ 6
Objectives of the Study ............................................................... 7
Importance of the Study .............................................................. 8
Scope and Delimitation of the Study ........................................... 10
REVIEW OF LITERATURE
The Planning Process .................................................................. 12
Purpose of Program Planning ...................................................... 15
Influencing Factors in Planning .................................................... 18
Development Vision, Mission,
Goal and Objecties ..................................................................... 20
Stakeholders Participation in Nutrition Program
Planning Process ........................................................................ 25
Planning for Nutrition Interventions ............................................ 28
Conceptual Framework .............................................................. 33
Operational Definition ................................................................. 35
Hypotheses of the Study ............................................................ 39
METHODOLOGY
Locale of the Study .................................................................... 40
Respondents of the Study .......................................................... 42
Data Gathering ........................................................................... 43
Data Interpretation and Analysis ................................................ 46
RESULTS AND DISCUSSION
Purpose of Nutrition Program Planning in the Overall
Development Vision, Mission, Goals and Objectives
Of the Municipality of Bakun ....................................................... 47
Planning Process in the Preparation of the Bakun Nutrition
Program ...................................................................................... 57
Key Players’ Involvement in the Nutrition Program Planning
Process ....................................................................................... 80
Influencing Factors in the Nutrition Program Planning ................ 86
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary ..................................................................................... 95
Conclusions ................................................................................. 104
Recommendations ...................................................................... 105
LITERATURE CITED ........................................................................ 112
APPENDICES
Profile of Respondents ................................................................. 117
Interview Guide Questions ........................................................... 118
Letter of Request to Conduct Interviews and Focused
Group Discussion ......................................................................... 120
Letter to Respondents .................................................................. 121
BIOGRAPHICAL SKETCH ................................................................ 122
INTRODUCTION
Background of the Study
Health development program (HDP) in the country is an important
means to community development. It is the basis for a healthy citizenry,
with sound mind and body. The Philippine HDP is subdivided into
community health including health and nutrition, family planning, disease
prevention among others. Based on this, it was observed that malnutrition
is still the leading nutritional problem in the country that continues to afflict
the Filipinos (NEDA, 2005).
As a problem, it is even more complicated because categorically, it
incorporates under nutrition and over nutrition. Under nutrition is a form of
malnutrition that can result from inadequate ingestion of nutrients,
malabsorption, impaired metabolism, loss of nutrients due to diarrhea or
increased nutritional requirements while over nutrition is a condition where
there is excess of some nutrients in the body and usually results to
obesity. Individuals with this condition are prone to diseases like
hypertension, heart disease, and diabetes. The young and the elderly are
considered vulnerable to malnutrition including the pregnant or lactating
women who normally lack the capacity to defend themselves.
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In the Philippines, the problem of malnutrition is caused by several
interrelated factors. Some put the blame on neglect of parents and
unhealthy lifestyle but others consider poverty as the main cause. Poverty
leads to secondary malnutrition problems like food insecurity and
inadequate knowledge on food handling. At the same time, poverty is
closely associated to poor environmental sanitation (NNC, 2004b).
Furthermore, malnutrition is alarming and its effects are observed
on individuals particularly young children. It affects the quality and
capability of the Filipinos to be economically productive, competitive and
socially active which is also a violation of the human right to adequate
food (Flores, 2006). On the contrary, nutritional well-being of people is
anchored on the individual’s basic right to food and is important in bringing
about social reform and economic development.
Malnutrition in the Philippines is manifested in several forms such
as protein energy malnutrition (PEM), iron deficiency anemia (IDA), iodine
deficiency disorders (IDD), vitamin A deficiency (VAD) and over nutrition
(overweight or obesity and diet-related diseases like hypertension and
diabetes) (NNC, 2004b).
Filipino parents want their children to grow healthy, productive and
strong. But this cannot just happen and we have observed how this
problem has affected so many Filipino children. Malnutrition is already on
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the mainstream of human society. It is a reoccurring problem and must not
be ignored so our efforts should not be put to waste (Cena, 2007). As a
consequence, a malnourished child cannot wait support because this is
the time to ask and efforts must be exerted.
The realities on malnutrition tremendously affect children, young
adults, women, and other community members. It is in this light that
government emphasize on health development programs and initiatives
locally and nationally. The government recognizes nutrition as a
fundamental concern in social reform and economic development and
according to Larson (2007), countries suffering from hunger and
malnutrition should make agriculture and nutrition as national priorities.
In addition, the Philippine government through the NNC (2004)
came up with the Medium Term Philippine Plan of Action for Nutrition
(MTPPAN) 2005-2010 with the ultimate goal of improving the quality of life
for Filipinos through better nutrition, improved health and productivity. The
plan has seven impact programs which serve as the country’s guide for
action. Under the nutrition improvement impact program, several activities
support the overall community health and nutrition initiatives. These are
home and community food production, micronutrient supplementation,
food fortification, nutrition information, communication and education, food
assistance, livelihood assistance, nutrition in essential maternal and child
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health services, and the promotion of healthy lifestyle. These activities
were the basis for the preparation and development of local nutrition
action plan of specific communities which were implemented and were
evaluated vis-à-vis the accomplishments.
In 2006 and 2007, the Municipality of Bakun emerged to have the
highest malnutrition prevalence rate among preschoolers. (Benguet
Provincial Health Office, 2007). The percentages of malnourished
children among pre-schoolers are 9.04% and 7.84%, respectively (Bakun
Municipal Nutrition Action Office, 2007). These ratings consistently
generated a below benchmark rating. Though prevalence rates are
decreasing, they are still considered high. As a result, health and nutrition
was one of the sectors pointed out as attention areas.
The result was indicated in the annual Local Government
Performance Measurement System (LGPMS) Capture Form particularly
on identified respondents - children aged 0-71 months with below normal
weights. The children serve as benchmark indicators under health and
nutrition monitoring.
The LGPMS form is being used to gather data on certain indicators
to assess performance of Local Government Units (LGUs) on five sectors,
namely: governance, administration, social, economic and environmental
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management. The data gathered are processed and graphically
presented.
The Municipal Nutrition Council (MNC) of Bakun is annually
preparing a Municipal Nutrition Action Plan (MNAP) to implement the
municipal nutrition program which attempts to address the realities and
issues on malnutrition in the municipality. Hopefully, the lined activities
based on the MTPPAN Seven Impact Programs will improve the
nutritional status of Bakun people particularly the preschool and school
children.
The nutrition program is part of the Bakun municipal development
plan which addresses the social, economic, and ecological development
projects and initiatives of the municipalities. Based on this, the designated
Municipal Nutrition Action Officer (MNAO) prepared the specific activities
in the nutrition program as contained in the MNAP and coordinated its
implementation.
Ironically, as per evaluation of the Benguet Provincial Nutrition
Evaluation Team, Bakun won 3rd place for the Green Banner Award for
calendar year 2006. The award is given by the National Nutrition Council
to a municipality, city or province that has shown outstanding performance
in implementing its nutrition action plan. This evaluation tend to create a
question as to the impact of such outstanding performance vis-à-vis the
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planning process of nutrition program of the municipality since it has not
improve its state as with the highest prevalence rate of malnutrition in the
province.
Statement of the Problem
Although it was observed that there was a yearly preparation of
Municipal Nutrition Action Plan in the Municipality of Bakun, it has not
improved its condition as to service delivery and impact on its citizenry.
Based on accomplishments, there was no clear indication on the impact of
the nutrition programs implemented on the prevalence rate of malnutrition
in the municipality. On the other hand, this might have caused a setback
on the operational and systematic planning process that would entirely
address the malnutrition problem. It was in this light that the research was
conducted to determine the involvement of the people in community
program planning. Also, the research study sought to answer how was the
nutrition program planning conducted to prepare and develop a workable
and realistic action plan for its citizenry.
Specifically, answers to the following questions were sought:
1. What is the purpose of the nutrition planning process in the overall
development vision, mission, goal and objectives of the Municipality of
Bakun?
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2. How is the planning process conducted in the development of the
nutrition program?
3. What is the level of involvement of key players in the planning
process of the nutrition program?
4. What are the influencing factors necessary in the development of
the municipal nutrition program?
Objectives of the Study
The main objective of the study is to determine the conduct of
community program planning and involvement of key players in the
preparation and development of the nutrition program of Bakun, Benguet.
Specifically, this study aims to:
1. Identify the purpose of the nutrition planning process in the overall
development vision, mission, goal and objectives of the Municipality of
Bakun;
2. Determine the planning process in the preparation of the Bakun
Nutrition Program;
3. Determine the level of involvement of key players in the planning
process of the nutrition program; and
4. Identify the influencing factors in the preparation of the nutrition
program of the Municipality of Bakun, Benguet.
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Importance of the Study
The evaluation of the nutrition program planning process in the
Municipality of Bakun, Benguet was conducted to shed light to the queries
made by concerned individuals as to the seemingly conflicting evaluations
given to the municipality as 3rd place in the Green Banner Award for 2006
for Best Implementer of Nutrition Action Plans and its being ranked
number one with the highest malnutrition prevalence rates among pre-
school children for the years 2006 and 2007 in Benguet Province.
To have a clearer understanding of the situation, this study made
use of three research methods, namely: personal interviews, focus group
discussions and participant observation. The convergence of these
methods presented the actual condition of the municipality with complete
interpretation and analysis. The triangulation of methods substantiated the
findings of this inquiry on the contribution of the nutrition program to the
overall strategic direction of the municipality; level of involvement of key
players in the planning process of the nutrition program; how the nutrition
program planning is conducted; and the influencing factors that are
necessary in the preparation of the nutrition program.
This inquiry definitely supports the planning process of the nutrition
program vis-à-vis the performance, ultimate goal of the nutrition program,
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and prevalence of malnutrition among pre-school children in the
municipality.
Result of this inquiry is a key to a more responsive and effective
nutrition program because it pointed out attention areas which will be
addressed by the respondents. The result of this study is an input in
planning for future nutrition programs so that issues will be immediately
resolved and will result to a better nutrition program. As a development
program, this resulted to positive changes in the nutritional status of
program beneficiaries congruent to the strategic direction of the
community.
On the part of the respondents, the study is vital because of their
active roles in the program. They are the key players that set direction to
the development of the community with regards to nutrition. This study is a
justification to help them in their decisions because it provided them
impetus to realize the value of a well-planned program as well as its effect
the community. The study also helped them identify the areas where they
succeeded, areas where they need to exert more effort and opportunities
available that they haven't discovered and tapped. It did not only provide
them understanding of how they were involved but also provided analysis
of the level of their involvement in the planning process.
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Also, the study provided valuable recommendations in developing a
nutrition program that supports the objective of addressing high incidences
of malnutrition particularly those in the preschool.
Finally, the study contributes to the overall community development
process especially in the formulation of plans and programs for people
and their communities through more responsive, dynamic, relevant, and
participatory planning process.
Scope and Delimitation of the Study
The study focused on the planning process for the development of
the nutritional program of the Municipality of Bakun. It evaluated the
involvement of the key players who also serve as members of the
Municipal Nutrition Council, which formulates the Municipal Nutrition
Action Plan (MNAP).
The members of the Municipal Nutrition Council were the identified
respondents which include the municipal mayor, who sits as the chairman,
municipal vice mayor, a sangguniang bayan member, municipal
employees, and representative from national government agencies
particularly the Department of the Interior and Local Government and
Department of Education.
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Members of the community were not included in the study because
they were envisioned to be the target beneficiaries of the prepared and
developed municipal nutrition program. Furthermore, it was focused on the
MNC because of their role and responsibility in the overall municipal
nutrition development planning process.
REVIEW OF LITERATURE
Malnutrition remains to be the leading illness that afflicts the Filipino
children. Flores (2006) mentioned that nutrition action plans are responses
to the nutrition challenges a community is facing and the Philippine Plan of
Action for Nutrition (PPAN) is the country’s guide in acting for nutrition
improvement. The National Nutrition Council (NNC, 2005) stressed that
the PPAN is to help national government agencies, local government
units, nongovernmental organizations, academic institutions, business
corporations, and international organizations align their actions
accordingly. The seven impact programs under the plan will serve as
guide for Local Government Units (LGUs) in formulating their own nutrition
action plans and ensuring that nutrition plan is integrated into the LGUs
annual investment plans.
The Planning Process
The study of Karen Tontisirin and Stuart Gillespie on Linking
Community Based Programs and Service Delivery for Improving Maternal
and Child Nutrition supports the notion that success in nutrition programs
requires the attainment of certain desirable outcomes by means of an
adequate process (Tontisirin and Gillespie, 1999).
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Program planning seldom follow steps as closely as you might
follow a recipe. There are, however, certain activities that if accomplished,
will help ensure a successful planning effort. The Colorado State
University Extension (2007) gave three pointers in starting a planning
process. First is to have a good sense of the issues and problems you
want to address. Second is to form a team to begin planning but the team
members should represent your target audience and should include
representatives of all levels and other agencies that will be involved in
carrying out the program effort. Thirdly is to develop the plan following
steps that the team would design that will help them consider all aspects.
The important thing pointed out is that the planning team should consider
the importance of understanding the value of thoroughly analyzing the
situation and base their planning decisions on sound data.
Allen (1998) made mention that planning process is rational and
amenable to the scientific approach to problem solving. He pointed out a
logical and orderly series of steps which were categorized as follows:
a) defining the mission; b) conducting a situation analysis by assessing
the organization’s strengths, weaknesses, opportunities and threats;
c) setting goals and objectives; d) developing related strategies; and
e) monitoring the plan.
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McNamara (1997) stated the following phases in planning that
should be customized by planners to meet the needs and nature of
planners and the organization they are planning for: 1) stating the mission,
2) conducting environmental scan, 3) analyzing the situation,
4) establishing goals, 5) establishing strategies to reach goals,
6) establishing objectives, 7) associating responsibilities and timelines with
each objective, 8) writing and communicating the plan document, and
9) acknowledging completion and celebrating success.
The Effective Planning Guidelines of the United Nations High
Commissioner for Refugees (UNHCR, 1999) gave pointers for planners in
conducting the planning process. They pointed out the need to focus on
the beneficiaries through out the planning process. The planners should
recognize the characteristics and needs of the beneficiaries for they are
the reason why planning is being done. Another insight given is for
planners to be aware of their mandates and policy in a given situation.
When managed well, the policy provides the basis for an operation’s
mission and strategic intent which will direct efforts and focus the plan.
The importance of situational approach, objectives, participatory
approach, technical expertise, standards is also mentioned. Further, they
opined that the planning process should bring about results and impacts.
Plans are only effective if they lead to the right results which are the
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desired impact. To them, planners should determine the desired impact,
identify the outputs which will have the impact, identify the activities which
will achieve the right outputs, and determine the inputs needed to carry
out the desired activities.
The Department of the Interior and Local Government – Philippine-
Canada Local Government Support Program (DILG-PCLGSP, 2001) on
their manual on how to formulate an Executive Legislative Agenda for
local governance and development gave the following processes in
planning: 1) convening of the planning team; 2) prioritizing issues – refers
to the identification of issues at hand and coming out with an initial list of
priority issues; 3) consulting stakeholders on the identified priority list of
issues to come up with a validated priority issues; 4) revisiting the
Municipality’s vision, mission and goals; 5) prioritizing the programs,
projects and 6) building commitment – is the securing of commitment of
various stakeholders during the implementation of the nutrition program.
Purpose of Program Planning
Good programs start with a plan. According to the Colorado State
University Extension (2007), programs don’t just happen. They need to be
designed to help people learn and solve or manage the problems they
face. Programs that are planned result in a more effective, results-focused
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developmental effort to meet high priority needs. Indeed, a good plan
anticipates and considers everything and leaves nothing to chance and it
plays a vital role in helping to avoid mistakes or recognize hidden
opportunities.
Planning is the activity done to develop a plan. Planning helps in
forecasting the future and makes the future visible to some extent so that
we can undertake actions to influence such future. The Wikipedia (2008)
gave three purposes why planning is undertaken. First is to help
management clarify, focus and research their program’s development
prospects, second, is to provide a logical framework within which an
organization can develop and pursue strategies over the next three to five
years, and third, is to offer a benchmark against which actual performance
can be measured.
McNamara (1997) in his field guide to nonprofit strategic planning
and facilitation states that planning is setting forth the direction for
something – a system and then guiding the system to follow the direction.
Allen (1998) also pointed the need for organization to plan. According to
him, every organization must plan for change in order to reach its ultimate
goal. Effective planning helps an organization adapt to change by
identifying opportunities and avoiding problems and it improves decision-
making.
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The UNHCR (1999) Effective Planning Guideline mentioned that
effective management of the planning process and more effective
planning processes will lead to better results delivered on time in a cost
effective manner with the end result being the achievement of the
organization’s overall objectives in the most effective way.
The American Planning Association (2008) describes planning as a
process which enables civic leaders and citizens to play a meaningful role
in creating communities that enrich people’s lives. They say that good
planning helps create communities that offer better choices for where and
how people live and planning helps community members envision the
direction their community grow and will help them find the right balance to
development and essential services.
The United States Department of Agriculture (USDA, 2007) in the
study they conducted on nutrition education program to address the rising
rates of obesity cited planning and accountability as very central to
effective program management. Plan formulation should undergo sound
planning which considered the actual scenarios and involved the
stakeholders. Success of programs is the goal of planning and one
consideration in planning given by the DA-PRISP, EU (1998) in their
workbook for project development officers is an effective assessment
process which will identify appropriate entry points and strategies.
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Programs to be effective should be based on sound analyses, an honest
to goodness assessment and analysis of situations.
Influencing Factors in Planning
The planning toolbox of the Indiana Department of Transportation
(2007) mentioned the need to assess local planning capacity before a
planning activity is conducted. This local planning capacity also refers to
the amount of planning resource available to achieve goals. This focuses
on the technical, managerial, financial and political ability of the Local
Government Unit (LGU) to carry out the planning task. The toolbox
highlighted the following considerations to ask in order to have a good
assessment of an LGU’s capacity: 1) do we have professional planning
staff and other trained technical staff; 2) do we designate regular financial
resources for community planning projects; 3) do the planning team have
focus; and, 4) are comprehensive plans updated.
The guidebook on the preparation of comprehensive land use plan
published by the Housing and Land Use regulatory Board (HLURB, 2006)
stated the need for funds to finance the planning activities; personnel to
carry out the planning activities; and supplies, materials and equipments
to be used.
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Shapiro (2008) in its CIVICUS toolkits pointed out considerations in
action planning that could influence the results. To them, certain things
need to be in place before you can begin action planning activities.
Foremost is the need for the action planning to be related to a strategic
planning framework or context so that the action planning does not take
place in a vacuum. The actions of the planning team must be related to a
clear strategy aimed at helping the organization achieve long-term goals
and objectives. Action planning can be done simply as a way of getting
through tasks that need to be done but this should not be the case.
Planning should be related to a strategic framework. This is very important
because when it is done outside a framework, it tends to be a hit-and-miss
affair. You might do something useful but, you might not.
Shapiro (2008) specified the following under a strategic framework:
1) clear vision of the kind of society you are working towards and a clear
understanding of the problems that lies on the way; 2) a set of values of
what you believe in and are the basis for what you are trying to achieve;
3) a clear mission statement that states what your organization does, how
it does it, for whose benefit and, where appropriate, in partnership with
whom; 4) an overall goal that rephrases the specific problems the
organization wants to address; 5) an immediate objectives or program
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purpose; and 6) key result areas which give shape to your strategy for
achieving your immediate objectives.
Other consideration in planning according to Shapiro (2008) is
timing. Under timing, there are two aspects to consider. We should decide
first if when to do the planning activities and plan the time needed to carry
out the planning activities. They also emphasized that action planning
should be done only when you know what you want to achieve and you
only need a plan to spell out the activities required to achieve it. There is
also a mention of the need for outside facilitator or technical input in action
planning particularly when problems were encountered in past planning
activities. This is suggested to prevent the same problems from
happening.
Development Vision, Mission, Goal and Objectives
The Department of Budget and Management (DBM, 2006) in their
Budgeting Operations Manual for Barangays (BOMB) pointed out the
importance of having a vision, mission, goals and targets. The manual
defined vision as a desired future state of the organization or locality and
its people (men and women) and it is what the community or organization
wants to become in the long run. A vision statement of the organization is
then important because it inspires people, provides direction and guides
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all development efforts of the organization or community. The BOMB
defined goal as a future target or end result that an organization wishes to
achieve. Goal is important because it increase performance, clarifies
expectations, facilitates the controlling function and increases motivation.
Objectives are also important and they are more specific statement of a
short range desired outcome or result. An objective may be viewed as a
subset of a goal and therefore contributes to the attainment of a stated
goal and responds to specific problem situations usually sectoral in nature.
Buildingbrands (2008) opined that the vision and mission of an
organization is its driving force which sets its strategic direction. They
define vision as the description of what the organization want to be, a
mental image produced by the imagination which involves seeing the
optimal future for the organization and vividly describing this. Mission, on
the other hand, is defined as the special assignment being undertaken by
the organization thus it describes the needs that are being met. They
have considered the actual practice that everything just jumbled up but
they have set three considerations so that a vision and mission statement
will have good chances of attaining strategic development: a) the vision
and mission statements should bring focus and clarity to the desired future
of the organization, b) the vision and mission statements should inspire
people to works towards that future, and c) the vision and mission
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statements should guide people in their decision-making as they reach for
this future.
Wirth (2006) opined that a vision is solely future oriented and that it
provides an organization a forward-looking, idealized image for itself. To
him, a vision concentrates on the end goal, not the means to reach the
goal. His definition of vision is a collective belief in what the organization
can become. In this way, it is similar to a truly desired wish for the future.
The difference, however, is in how we mold ourselves to adopt to the
environment without expecting to be able to change the environment itself.
Yes, there is an implicit assumption about the future. However, if the
vision is sufficiently broad it will suffice for providing a framework for
current decisions. Granted, all decisions are made in the present. Yet, to
work toward something grander than the present employs some
probability of future outcomes upon which to make decisions, all other
things being equal.
Wirth (2006) also mentioned that the mission of an organization
should be brief and easily understood. This mission should clearly answer
the basic questions of what services the organization should provide, for
whom these services are, how will these services be delivered and why
the organization exists.
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Ward (2008) defined a vision statement as much more than an
organization’s picture in the future. To her, a vision statement is the
organization’s inspiration and the framework for all its strategic planning.
In brief, she describes vision as answering the question, “Where do we
want to go?” and she encourages planners crafting a vision to let their
imagination go and dare to dream because their vision should capture
their passion. She also described a mission statement as an answer to
the question, “Why do we exist?”, a description of an organization’s
fundamental purpose.
The UNHCR (1999) distinguished goal from objectives with goals
referring to higher level and longer term desired results while objectives
refer to specific results with definite time frames. They refer to goals as
established at the organizational and program levels and objectives as
statement of desired result or specific accomplishment often established
at the sectoral level.
A program is said to be efficient if set objectives were achieved.
Nutrition programs are generally designed to reduce or eliminate
malnutrition prevalence in a certain community. Ending malnutrition is an
achievable goal according to Allan Larson of the Bread for the World
Organization but only if governments in developed and developing
countries make the right policy decisions. Ending the problem of
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malnutrition requires political will (Larson, 2007). According to Sheeran
(2007) the most important thing in fighting malnutrition is to break the
cycle of hunger that passes from generation to generation. It was
observed that malnourished mothers usually give birth to malnourished
children. Unless the cycle is broken, more threat is seen against the
children who often end up as victims.
Florencio (2004) noted in her study of the Philippine Nutrition
Program that the nutrition problem in our country has not been arrested
though rosy pictures were painted by statistics. This partly means that a
lot has to be done in order to achieve the goals of the program. The
lessons learned from the governance of past nutrition programs in the
Philippines and the experiences in the implementation of present plan and
program of action for nutrition at the local level should be taken into
consideration in the implementation of future nutrition programs. We can
learn from the past and lessons learned could be used for sound
policymaking, but, the government and the public must give importance to
the implementation of policies, plans and programs because these are
equally important in achieving success in nutrition programs. Abboud
(2006) also added that good governance and accountability create
conditions that lift people out of poverty, raise education and health levels
and nurture sound economic and sustainable development strategies.
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A study on school nutrition managers in the United States of
America (USA) conducted by Jerry B. Cater and Deborah Carr also
pointed that competency, knowledge and skills of nutrition program
managers also play a very important role in achieving the objectives of a
program (Cater and Carr, 2007).
Stakeholders Participation in Nutrition
Program Planning Process
Project success often requires a greater level of involvement by
project stakeholders (Ambler, 2007). All project stakeholders should
actively work with the project team to achieve set goals. Participation of all
stakeholders is important because it greatly contribute to the chances of
programs to be effective and sustainable. When stakeholders participate,
the prospects for appropriate design and commitment to achieving
objectives are likely to be maximized. Participation of stakeholders also
contributes to program sustainability because once people participate or
get involved, they acquire skills and trainings which they can use to carry
out activities even when the program stops. As stakeholders were
involved in the development process, they develop a sense of ownership
over the development that took place and this will motivate them to
voluntarily sustain and improve the development initiatives.
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In addressing the issue of malnutrition, there is no substitute for
assessment and analysis done with the full and active participation of the
families most threatened by nutritional problems and most familiar with
their effects and causes. This will not only make sense with regards to
efficiency, effectiveness and long-term sustainability but also important in
a human rights perspective (Flores, 2006).
The Second National Health Assembly on 1996 gave credence to
the implementation of the Local Government Code (LGC) of 1991 in
bringing about the emergence of new health delivery systems which is
based on peoples’ empowerment and popular participation in health. With
the devolution of social services including health and nutrition to the
LGUs, communities can now have better hand in determining their own
needs and priorities, mobilizing resources to address local concerns and
initiate local participation in delivering vital services from all sectors in the
community (National Health Assembly, 1996). The community is now
accorded easier access to services and greater chances of being heard.
It is now recognized that the function of promoting, protecting, preserving
and restoring the health and nutritional status of the people should be
shared with all stakeholders.
Decentralization encourages participation of stakeholders at the
local levels, specially the marginalized sectors, thus allowing them to play
27
vital roles in processes that may include local development planning and
implementation, setting up conflict resolution strategies and resource
management (Cabilo, 2006). When people were involved in the process,
they develop a sense of ownership of the development process.
Peoples’ participation is one of the enabling needs that has to be
met for poverty alleviation or improving the quality of life of the Filipino
people. This is recognized by the state and participation is one area they
want to know in the Minimum Basic Needs (MBN) approach to poverty
alleviation (Goco, 1995).
Diao (2008) expressed in her Philippine Graphics column that
citizens are an integral part of the governance process as governance
cannot be the responsibility of public officials alone but sectors are key
players in the governance of a community. Health and nutrition is
everyone’s concern and the most effective way for achieving goals is to
build partnership among various stakeholders for no one could manage
health and nutrition programs alone (Gako, 2006). Program implementers
need the help of various stakeholders in all the processes because these
various stakeholders are the ones who know their situations and needs
best.
Hon. Emilio C. Macias III in his speech at the Second National
Health Assembly on 1996 talked on the need for political will among local
28
chief executives to recognize that health and nutrition services are for
everyone. Community participation especially from the organized sector
should always be encouraged because it lessens the load on human as
well as material resources (Macias,1996).
In a column appearing at the Indigenous Perspective Journal,
Rovillos (2003) presented his recommendation that indigenous peoples
must participate actively and substantially in all decision-making that
affects them, including planning, management, implementation and
evaluation. They believe that right to participate is a crucial and complex
right of a person that is inextricably linked to fundamental democratic
principles. Stakeholder participation is necessary in coming up with
feasible, appropriate and attractive interventions. It is also one tool to
empower target groups and increase their long-term problem capacities.
Planning for Nutrition Interventions
Nutrition programs are interventions to answer a need. The people
are the end of every development endeavor hence the people themselves
should help determine the processes and interventions that would truly be
beneficial to them. Yeager (2006) in his column at the eJournal USA
entitled “Disability and Ability”, mentioned the rationale why we have to
help the needy. He said that when we help a person attain his/her best
29
potential, we are helping everyone because society is the ultimate winner
in every development undertaking.
It is also mentioned by Ketcham (2005) in another volume of the
eJournal USA that for democracy to demonstrate its merits, it requires
citizens who look beyond their self interests and demonstrate concern for
the public good. We really need people who would do the right thing
regardless of the odds so that development could really take place.
Oliveros (2007) in his module for Community Development Field
Practicum related trust to the community and interventions to be
introduced. According to him, since we believe that citizens can be trusted
to shape their own future, the participatory development process that we
will employ in defining the nature of interventions should use local
decision-making and capabilities.
The DA-PRISP, EU (1998) in their workbook for project
development officers also emphasized the need for participatory
identification of problems so that interventions required in each sector
could be identified. Scarcity of resources should be considered because
any quantity of resources used is taken from that available resource. Any
benefit enjoyed by a certain sector is a sacrifice on the other sectors.
The NNC is recommending that the results of Operation Timbang
activities be used in planning for nutrition interventions (NNC, 2004a). By
30
using the said results, barangays and individuals who will be given priority
attention will be identified.
A study by Luc Laviolette and Venkatesh Mannar on the lessons
learned from success in nutrition programs in the Asia-Pacific region
revealed that interventions should address the immediate, underlying and
basic causes of under nutrition and these interventions should be
implemented at sufficient scales. Immediate causes are causes that have
something to do with inadequacy of dietary intake and disease. Underlying
causes are those causes related to food insecurity, poor access to health
services and inadequate caring practices while the basic cause of under
nutrition is poverty (Laviolette and Mannar, 2008).
Intal (1987) of the University of the Philippines – Los Banos
commented in her paper on social and psychological aspects of food
consumption that in our effort to combat child malnutrition, prevention
should be considered rather than just concentrating on the treatment. She
recommends that mothers should be involved in learning how to prevent
malnutrition from recurring.
Another study funded by the United States Agency for International
Development (USAID) conducted to review nutrition interventions and
develop checklist for health services recommend that interventions should
be integrated into maternal and child health. According to the study,
31
malnutrition is associated with approximately half of all childhood deaths in
developing countries and health workers have many opportunities to
provide nutritional services to women and children through routine health
activities. The study enumerated interventions which aims to promote,
protect and support the following: exclusive breastfeeding for
approximately six months, adequate complementary feeding from
approximately six to twenty-four months with continued breastfeeding,
adequate nutritional care of sick and malnourished children, adequate
vitamin A status, adequate iron status and adequate iodine status
(Sanghvi et. al., 1999).
In planning, Beltran (2008) has pointed the need to adopt new
nutrition conversation with consumers if we are to let them know the
messages we want to impart. Culture has to be carefully considered even
in nutrition interventions.
Sheeran (2007) also suggested that in planning, initiatives should
be focused in breaking the cycle of hunger that passes from generation to
generation. Hunger causes malnutrition; it has to be stopped if we are to
stop malnutrition.
Annually, municipalities were visited by the Provincial Nutrition
Council for evaluation of nutrition action plan implementation. Their latest
feedback form dated April 12, 2007 contained the following: more
32
backyard garden to include vegetables and fruits; follow-up children
identified who became overweight; MNC to plan measures of interventions
to address the overweight children; and be vigilant in monitoring the below
normal low weights preschool and school children (Benguet Provincial
Nutrition Evaluation Team, 2007).
33
CONCEPTUAL FRAMEWORK
Malnutrition comes in many forms that it poses a serious threat not
only to the community or country but to the world as a whole. It is for this
reason that interventions were implemented to combat this reality and
impede the consequences it brings about.
The Municipality of Bakun recognizes that malnutrition is better
managed when it is tackled through a participative and a democratic
process involving partnership between the LGU and the stakeholders.
It is based on the above premises that the study on the
implementation of nutrition program was considered timely and proper to
conduct. The study will closely look into the involvement of the key
players relative to the planning process for the Nutrition Program. It will
focus into the different factors such as stakeholders or key players,
involvement, planning process, influencing factors and nutrition program.
Stakeholders or key players are the people involved in the planning
process for the preparation and development of the nutrition program.
Their level of participation particularly in the performance of their roles and
responsibilities in the planning process will be analyzed.
The objective, methodology and strategies of the planning process
will be considered. Influencing factors will be determined to identify the
factors that could have contributed or limited the planning process. The
34
output of the planning process particularly the type of the nutrition program
developed as a result of the process will be determined to see how it
supports the development of the municipality.
The interplay of the three (3) factors, namely: stakeholders’
participation, planning process and influencing factors bring about
changes that produce a comprehensive, integrated and responsive
nutrition program for the community. Thereby, a defined planning process
for the formulation of municipal nutrition action plan that is complementary
to the needs, procedures and systems of the municipality will be
established. The interrelationship of factors identified in the development
of the Bakun nutrition program is presented in Figure 1.
Participation
Responsive,
Viable and
Key Players and
Community
Effective
change
Stakeholders
Planning Process
Community
Nutrition
Program
Influencing
Factors
Figure1. The Interrelationship of factors identified in the development of
the Bakun Nutrition Program
35
Operational Definition
Barangay Nutrition Scholar is a barangay based volunteer worker
responsible for conducting the annual weighing of preschoolers and
submit weighing results to the MNAO.
Beneficiaries refer to any person, family or group that is recipient of
the nutrition program.
Involvement refers to the participation of the Municipal Nutrition
Council Members in the planning process for the municipal nutrition
program. It has the following levels:
Limited involvement refers to the level wherein MNC members only
attend meetings but do not participate in the MNAP preparation.
Full involvement refers to the level wherein MNC members are
actively participating in MNAP preparation.
Iron Deficiency Anemia (IDA) is condition where a person affected
by this deficiency lacks hemoglobin in his red blood cells because of lack
of iron. The condition is characterized by feeling of fatigue, anxiety,
sleeplessness and reduced capacity. This deficiency increases the risk of
infections and can lead to death especially among lactating and pregnant
women and infants.
Iodine Deficiency Disorders (IDD) is a condition brought about by
lack of iodine intake or the failure of the thyroid gland to obtain a sufficient
36
supply of iodine to maintain normal structure and function, IDD is
characterized by swelling of the neck or goiter. This deficiency maybe
prevented through the regular use of iodized salt.
Key Players are the respondents and at the same time members of
the Municipal Nutrition Council who develop and implement the nutrition
program. Members are composed of the following: Municipal Mayor,
Municipal Vice Mayor, Sangguniang Bayan- Committee Chair on Health
and Nutrition, Municipal Health Officer, Social Welfare Officer, Municipal
Planning and Development Coordinator, Agricultural Technician, Municipal
Nutrition Action Officer, In-Charge of Office - Municipal Treasury Office,
Municipal Budget Officer, Human Resource Management Officer, and
representatives from the Department of the Interior and Local Government
and the Department of Education.
Malnutrition refers to a condition of the body as a result of lack or
excess of one or more of the important nutrients. Physically, the body
affected by malnutrition is weak and prone to diseases.
Municipal Nutrition Action Officer a full time employee under the
Municipal Mayor’s Office who serves as the right hand of the Municipal
Mayor on nutrition matters.
Municipal Nutrition Action Plan an annual plan prepared by the
Municipal Nutrition Council that contained the nutrition interventions. It has
37
adopted the following seven impact programs from the Philippine Plan of
Action for Nutrition: a) home, school and community food production; b)
micronutrient supplementation; c) food fortification; d) livelihood
assistance; e) food assistance; f) nutrition education; g) nutrition in
essential maternal and child health services.
Municipal Nutrition Council a multi-sectoral council organized to
prepare the Municipal Nutrition Action Plan.
Municipal Nutrition Program is the program of the municipality to
address malnutrition issues. Specific activities to implement this program
were contained in the Municipal Nutrition Action Plan.
Nutrition interventions are specific projects or activities done to
improve nutritional status in the municipality.
Over nutrition is a condition where there is excess of some
nutrients in the body and usually results to obesity. Persons under this
condition are prone to diseases like hypertension, heart disease and
diabetes.
Operation Timbang refers to the annual weighing of elementary and
preschoolers. Weighing of elementary children is being done by the
School Nurse while the weighing of preschoolers is being done by the
Barangay Nutrition Scholars. This activity is being conducted in the first
quarter of each year.
38
Planning Process refers to the process defined for the preparation
and development of the Municipal Nutrition Action Plan.
Protein Energy Malnutrition (PEM) is a body condition as a result of
lack of intake of energy or protein. Persons affected by this malnutrition
are usually stunted physically and mentally retarded and are high risks to
infections.
Stakeholder refers to any person, group or organization that has an
interest in the nutrition program.
Stakeholder Participation is the process by which the stakeholder in
the nutrition program became involved in the planning process for the
Municipal Nutrition Action Plan.
State of Local Governance Report is a report prepared by Local
Government Units which can serve as a management tool to aid local
planners in program planning and local development.
Sustainability is the durability of positive results of the nutrition
program.
Under nutrition is a form of malnutrition that can result from
inadequate ingestion of nutrients, malabsorption, impaired metabolism,
loss of nutrients due to diarrhea or increased nutritional requirements.
Undernourished child refers to a child who is affected by any of the
forms of malnutrition. The child maybe under height, underweight, too thin
39
or too fat. He may also be lethargic, sluggish and frequently ill because of
low resistance to infection.
Vitamin A Deficiency (VAD) is a condition that may result from low
intake of food rich in vitamin A like animal food, green and yellow
vegetables and yellow fruits. It may also be caused by poor absorption
and utilization of the body due to low intake of fats in the diet. VAD can
also be a result from severe infections. Common consequence of this
condition is night blindness and poor growth while death can occur in
extreme cases.
Hypotheses of the Study
The following are the hypotheses of the study:
1. There is no defined planning process for the nutrition program of
Bakun, Benguet.
2. There is limited participation in the planning of the nutrition
program of Bakun, Benguet.
3. There is no limit in the planning activities of the nutrition program
of Bakun, Benguet.
4. The resources used in the planning process of nutrition program
of Bakun, Benguet are minimal.
METHODOLOGY
Locale of the Study
The study was conducted in the Municipality of Bakun, Benguet.
The municipality lies on the northern part of Benguet, 336 kilometers away
from Manila, 86 kilometers from Baguio City proper and 80 kilometers
from the Benguet Provincial Capitol, La Trinidad, Benguet. It is bounded
on the east by the municipalities of Buguias, Benguet and Mankayan,
Benguet; on the west by Sugpon, Ilocos Sur and part of Alilem, Ilocos Sur;
on the north by Cervantes, Ilocos Sur and a part of Mankayan, Benguet;
and on the south by the municipality of Kibungan, Benguet.
The municipality is landlocked and mountainous. Its elevation
ranges from 200 meters above sea level to 2,600 meters above sea level.
It is characterized by generally rolling to very steep slopes. It is dotted with
high mountains covered with primary and secondary forests.
The municipality is fiscally classified as a fourth class municipality.
Agriculture remains to be the primary source of livelihood of most of its
inhabitants. It is comprised of seven (7) barangays, namely: Ampusongan,
Bagu, Dalipey, Gambang, Kayapa, Poblacion and Sinacbat.
41
Figure 2. Map of the Municipality of Bakun
42
Respondents of the Study
The respondents of the study were the key players involved in the
planning process of the nutrition program consisting of municipal officials,
municipal employees and representatives from the national government
agencies (NGAs). Specifically, these are members of the Municipal
Nutrition Council who developed and implemented the nutrition program.
The MNC members include the Municipal Mayor, Municipal Vice Mayor,
Sangguniang Bayan- Committee Chair on Health and Nutrition, Municipal
Health Officer, Social Welfare Officer, Municipal Planning and
Development Coordinator, Agricultural Technologist, Municipal Nutrition
Action Officer, In-Charge of Office - Municipal Treasury Office, Municipal
Budget Officer, Human Resource Management Officer, and
representatives from the Department of the Interior and Local Government
and the Department of Education.
Table 1. Distribution of Respondents
Municipal Nutrition Council
Number Percentage
Members
Municipal officials
3
23%
Municipal employees
8
62%
Representatives from NGAs
2
15%
Total 13
100%
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Data Gathering
The study used three research methods, namely: individual
interviews, focus group discussions, and participant observation in the
collection of pertinent data.
The study was facilitated through a request letter to the Municipal
Mayor seeking permission to conduct interviews and focused group
discussion with the members of the Municipal Nutrition Council. It was
approved on September 1, 2008 and this commenced the start of the
research study.
1. Individual Interview
The individual interviews were conducted with the respondents
during their free time. A schedule of interview was prepared as follows:
September 1, 2008 - Municipal Vice Mayor, Municipal Budget Officer,
Dep-Ed Representative, Human Resource Management Officer and
Social Welfare Officer; September 2, 2008 – Sangguniang Bayan
Committee Chair on Health and Nutrition, Municipal Nutrition Action
Officer, Private Secretary of the Municipal Mayor/Designated Chairman of
the Municipal Nutrition Council, Agricultural Technologist, Municipal Health
Officer and DILG Representative; September 3, 2008 - Municipal Planning
44
and Development Coordinator and Officer-In-Charge at the Municipal
Treasury Office. Vital questions were prepared to guide the flow of the
interviews. Also, there were follow-up questions made to deepen and
clarify some statements. These were done to provide more substance and
clarity to the study.
2. Focused Group Discussion
There were eleven (11) members of the Municipal Nutrition Council
who attended the meeting and FGD. The Municipal Vice Mayor and the
representative of the Department of Education were absent due to prior
commitments.
The meeting started with a prayer followed by a brief discussion on
the other agenda. After the meeting, Mr. Paterno Gonzalo, the designated
Presiding Officer, gave the floor to the researcher to discuss the purpose
of her presence.
The researcher presented the rationale and the process of the
activity. When a question is asked, the participants write keyword
answers in their meta cards; the participants then paste the cards on the
space provided; after all participants have pasted their cards, the
participants grouped the idea cards in accordance to thought and
45
meaning; and lastly, the participants arrived and agreed at a consensus to
the given question.
After the activity was conducted, the researcher thanked the
participants for their time and cooperation. The Municipal Nutrition Action
Officer (MNAO) informed the other participants that a scheduled planning
workshop on the 2009 Municipal Nutrition Action Plan (MNAP) will be
conducted. The said activity enables them to apply the planning process
they have identified during the FGD.
3. Participant Observation
The researcher started her critical observation on the planning
process of the MNAP since the commencement of the study research.
She observed how the different offices prepared their annual investment
plans and how the MNAO came up with the draft of the MNAP. She
complemented her observation with pertinent document analysis on
annual reports, annual investment and development plans, minutes of
meetings of the Municipal Nutrition Council, guide sheet for evaluation of
municipal nutrition programs and evaluation feedback reports from the
Provincial Nutrition Evaluation Team.
46
Data Analysis and Interpretation
The data were subjected to interpretation and analysis through
triangulation vis-à-vis the objectives, research themes, hypotheses, and
exected research outputs. The interpreted data were described and
subjected to complete qualitative methodology. Data gathered were
sorted according to the interview guide questions supplemented by follow-
up questions based on the data provided by the respondents.
These were further categorized based on themes which were
coded and sorted according to the objectives and hypotheses vis-à-vis
research results.
In addition, these were described, interpreted and analyzed to
address the factors presented in the conceptual framework of the
research. In view of the overall process, the data gathered were translated
into information which were organized and synthesized in the community
planning process being studied particularly the nutrition program of the
municipality of Bakun, Benguet.
RESULTS AND DISCUSSIONS
Purpose of Nutrition Planning Process in the Overall
Development Vision, Mission, Goals and Objectives
of the Municipality of Bakun
The development vision and mission of the Municipality of Bakun
are clearly stated in its Executive Legislative Agenda (ELA). It states that
“The people of Bakun dreams of a Bakun community that is economically
emancipated politically liberated, environmentally safe and socially and
spiritually awake through common action, and provision of basic services
and facilities.” In order to attain such vision, the LGU’s mission is to
provide adequate and responsive services to enable their constituents to
live in comfort, security and prosperity through optimum and sustainable
utilization of resources, active peoples' participation and dedicated public
service. The vision and mission were revisited and refined during the ELA
formulation workshop conducted last January 16-18, 2008 at Puro Point,
San Fernando City, La Union.
The goal of the annual investment and development plans prepared
by LGU-Bakun is to improve the quality of life of the people through
equitable access to basic services and facilities. The following are its ten
objectives indicated in the annual development plan to: a) improve/provide
infrastructure developments; b) conserve and protect remaining forest
48
stands; c) improve/increase revenue collection; d) to increase income of
marginalized households through ecologically sound technologies and
livelihood trainings; e) promote health and nutrition program; f) to further
improve the delivery of social services to the households; g) promote eco-
tourism industry in the municipality; h) provide agricultural services and
technical assistance to farmers; i) contribute in the attainment of a drug-
free municipality; and j) promote ecological solid waste management
among all stakeholders.
The different objectives of the municipal development plan should
emanate from the different sectors, namely: social, economic,
development administration, and infrastructure development. These
objectives should contribute in attaining the goal of the development plan
which is to improve the quality of life of the people through equitable
access to basic services and facilities. Projects and activities to be funded
under the development plan should be based on these objectives.
The Municipal Nutrition Action Plan (MNAP) contains the local plan
of action of the LGU for nutrition. During the plan formulation, the vision,
mission, goals and objectives (VMGO) of the LGU should be considered in
formulating its own vision, goal and objectives which will be the bases of
identified programs, projects and activities. The MNAP, being a sub-plan
of the municipal development plan has to be supportive of the municipal
49
development plan. The Municipal Nutrition Council (MNC) should
advocate for the inclusion of the overall objective/s of the MNAP in the
objectives of the municipal development plan. Funding to support the
municipal nutrition program, should also be based on the overall
objective/s of the MNAP.
Meanwhile, the participants during the focused group discussion
believed that the MNAP’s vision is the vision of the 2005-2010 Philippine
Plan of Action for Nutrition (PPAN) in a local perspective. It is “a
nutritionally improved municipality whose people are well nourished,
healthy, intelligent, and socially and economically productive with high
sense of human dignity”.
It follows that the localized goal of the 2005–2010 PPAN is their
MNAP’s goal: “to improve the quality of life of Bakun people through better
nutrition, improved health and increased productivity”. Though no planning
process was conducted for the formulation of the 2008 MNAP, its general
objective is to reduce malnutrition rate in the municipality by 5% at the end
of 2008. Specifically, to: a) conduct IEC to mothers/parents/caregivers of
malnourished children; b) provide continuous service for the prevention,
control and treatment of micronutrient deficiency among infants, preschool
children, pregnant and lactating women and high risk and sick children;
and c) conduct supplementary feeding to preschoolers with weights below
50
normal (low and very low). Children with weights below normal (low) are
the moderately malnourished children, while the children with weights
below normal (very low) are the severely malnourished children.
Planning for the nutrition program will provide an opportunity for the
MNC to decide on the objective/s they believe could achieve the pre-set
goal of the MNAP and the specific objectives/targets they believe could
attain the objective/s. When the VMGO of the LGU were considered,
attaining the goal and objective/s of the MNAP will contribute in attaining
the goal and objectives of the municipal development plan. The MNC who
prepares the MNAP should be aware of these objectives because these
should be the bases of the lined programs, projects and activities in the
plan.
During the focused group discussion conducted for this study, the
Municipal Health Officer pointed out that, stakeholders in the nutrition
program need to have a common goal in planning and it is one
consideration in the planning process they want to follow.
However, the participants are not aware of the vision and goal of
the MNAP. The Municipal Nutrition Action officer (MNAO) who prepares
the MNAP is the only member who is fully aware of the objectives of the
MNAP. The Municipal Budget Officer, the Local Government Operations
Officer and MNC members who are from offices implementing nutrition-
51
related projects and activities are the ones who gave an idea on the main
objective of the MNAP. In general, they answered that the main objective
of the nutrition program has something to do with reducing malnutrition
prevalence in the municipality. The other respondents lamented that they
are not really aware of whatever goal or objectives set forth for the MNAP.
During the interview with the Municipal Budget Officer, Ms. Sonia L.
Casimiro, she narrated:
For me, the objective of the nutrition program of the
municipality is to address the malnutrition problem in the
municipality in the shortest possible time.
The Budget Officer further explained that since it is a nutrition
program, the main objective is to address the malnutrition problem in the
municipality. She believed that this can be achieved by focusing whatever
funds allotted to the nutrition program in projects or activities supportive to
the objective of the nutrition program. She further explained that the
purpose of setting an objective is to have a guide in the actions to be
undertaken.
This was supported by the Municipal Health Officer Dr. Simon P.
Macario who said that:
I think the main objective of the nutrition program is to
decrease the incidence of malnutrition in the municipality.
Similar opinions were given by Ms. Louisa L. Carbonel, who is a
registered nutritionist by profession but an Agricultural Technologist by
52
occupation, and the Municipal Social Welfare and Development Officer,
Ms. Leticia C. Laleo. They both said that the main objective of the nutrition
program is to address the malnutrition issue in the municipality.
Mr. Paterno C. Gonzalo, the private secretary of the Municipal
Mayor who usually sit and preside over MNC meetings, explained that
they are not fully aware of the vision, mission, goal or objective of the
municipal nutrition program because these statements were not
advocated to the MNC. The goal and objectives of the nutrition program
were never mentioned during meetings. When the MNAPs were presented
to them, they did never mind to glance at the objectives. Much so, no
planning was conducted wherein goal and objectives would have been
revisited. He admitted during the one-on-one interview their shortcoming
as a member of the council:
I’m not fully aware of the objectives of the nutrition
program in the municipality. Maybe there are vision, mission,
goals and objectives but I think we are not aware because
they are not advocated to us. Sometimes, we in the council
meet for compliance and not even aware of our functions.
The statement of Mr. Gonzalo brought out the situation in the
municipality when it comes to the functionality of councils and committees
organized in the LGU. Councils were organized to comply with directives
of the National Government.
53
No formal planning was ever conducted for the preparation of the
MNAP. On the other hand the MNC members are not fully aware of its
goal and objectives. They are not fully aware if the objectives set would be
supportive of the goal of the nutrition program and if lined-up programs,
projects and activities in the MNAP would attain the objectives.
All respondents in the one-on-one interview and participants in the
focused group discussion had a common answer when asked if it is
important to know the objectives of the nutrition program of the
municipality. To them, it is important because the objectives will give
direction in planning and these objectives will serve as guide and steps to
undertake.
The Budgeting Operations Manual for Barangays (BOMB) pointed
out that goals and objectives are the bases of appropriate and sustainable
plan interventions – policies, strategies, programs and projects.
When asked if the objectives of the municipal nutrition were
achieved, the respondents during the one-on-one interview who gave an
answer as to the attainment of the objectives of the municipal nutrition
program were the same who answered that per MNAO’s report, some of
the objectives were achieved because the malnutrition prevalence rate
decreased. The Municipal Nutrition Action Officer, Ms. Hilaria B. Gabriel,
explained:
54
I think some objectives of the municipal nutrition
program were achieved because the municipal wide
prevalence rate was decreasing.
Analysis of the 2007 MNAP and the 2007 accomplishment report of
the MNAO revealed that the objectives were achieved based on the
following: a) eliminated iodine deficiency disorders among school children
and pregnant women; b) increased to 100% the number of households
using iodized salt; and c) reduced incidence of above normal weight
among preschool children.
The attainment of the above-stated objectives contributed to the
decrease in prevalence rate of malnutrition in the municipality and is
achieved because of the intensified information and education campaign
conducted by the MNAO and the Municipal Health Office. The MNAO also
believed that the provision of supplementary food helped achieve the
decrease.
However, the other respondents commented that there is lack of
monitoring and follow-up strategies in some supplemental feeding
projects. Dry ration strategy was adopted wherein the supplementary food
were given to the households. In this set-up, there is a possibility that the
food were not consumed alone by the malnourished child. Ms. Laleo
commented:
55
On supplemental feeding, dry ration strategy was
adopted. No strategy was devised to monitor if the food
given were really consumed by the target children. There is
still a need to devise follow-up strategies to see to it that the
malnourished children will become and remain nourished.
That is why purposive planning is necessary.
Monitoring and evaluation is an important component of a
development plan. In the plan preparation, schemes for monitoring and
evaluation should be devised to see to it that after plan implementation,
interventions could be monitored and evaluated to check if the objectives
set were achieved. If the projects and activities were the ways identified to
reach the goal and objectives, the result of the monitoring and evaluation
will show if these goal and objectives were attained.
Ms. Carbonel mentioned the need for MNC members to understand
the planning process and appreciate the reasons the MNC was organized
and how it could contribute to the attainment of the goal of the Local
Government Unit. She further explained:
All members of the Municipal Nutrition Council should
realize that the Council was organized for a purpose, so that
it will contribute to the attainment of the Local Government
Unit’s goal. The nutrition program can better achieve this if
there is nutrition program planning.
Ms. Carbonel further elaborated that the nutrition program is a
support program to the development of the municipality. It is not acting
independently but is to contribute in attaining the overall development goal
of the LGU. When planning is conducted for the nutrition program, projects
56
and activities would be properly identified so that preset objectives would
be achieved.
Objectives of the municipal nutrition program of the municipality
appearing in its annual Municipal Nutrition Action Plan (MNAP) were not
clearly known by all the MNC members who were supposed to prepare
these objectives. This was shown by the result of the one-on-one interview
where six (6) respondents said that they are not aware of the goal or
objective of the MNAP. However, they consider these objectives as guide
in the planning process of the nutrition program thus knowing them are
important.
The MNAP is prepared without carefully considering the objectives
it has to achieve. Funding was also allotted without considering the
MNAP. Per analysis of the accomplishment report of the MNAO, the
overall objective of the 2007 MNAP which is to reduce malnutrition rate in
the municipality by 5% at the end of 2007 was not achieved. Malnutrition
rate decreased by only 0.58% instead of the 5% target. There is a need
for the MNC to conduct a planning activity for the nutrition program so that
they will appreciate the relevance of the objectives in identifying
interventions and set realistic targets that consider the availability of
resources.
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Based on observation, MNAP preparation was not synchronized
with the preparation of the development plan and budget of the
municipality. As a result, the objectives of the MNAP were not advocated
to the Municipal Development Council as basis of allocating funds to
support the nutrition program.
The vision and mission of an organization are in place to serve as
guide in all its development undertakings. In the Budgeting Operations
Manual for Barangays (2006), it was pointed out that the vision of a Local
Government Unit inspires its people, provides direction and guides all
development efforts in the locality. The manual also stated that goals,
objectives and targets are set at the sectoral level and are the bases of
appropriate and sustainable interventions.
Planning Process in the Preparation of the
Bakun Nutrition Program
Annually, the MNC of Bakun prepares the Municipal Nutrition
Action Plan (MNAP) which contained the specific activities vis-à-vis
targets and expected outputs to implement the municipal nutrition
program.
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The Planning Process
Organizational situation and conditions were carefully analyzed
together with the identification of problems in relation to the nutrition
program of the municipality. This was substantiated by detailed questions
like “Where are we now?” while the vision, mission, goals and objectives
will answer the question “Where do we want to go?”. A clear
understanding of the vision, mission, goal and objectives (VMGO) of the
municipality and the nutrition program will help make the planning process
for the nutrition program successful. The VMGO of the nutrition program
are the bases of policies and strategies, programs, projects, activities and
targets beneficiaries.
In addition, the overall objective of the nutrition program is to direct
attainment of the goal of the municipal development plan because it
translate the nutrition condition of the municipality into a workable program
and activities.
Based on the research process, the interviews showed that the
respondents had different perception on the nutrition planning process.
Seven (7) respondents pointed out that it should start with a meeting of
the MNC followed by workshops in an organized and systematic process
including operational guidelines. On the other hand, six (6) lamented that
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they are not aware of any process nor attended a nutrition planning
workshop.
Specific results were described further on the nutrition planning
process by Ms. Norma G. Alidao, the Human Resource Management
Officer of Bakun:
I think a planning process is composed of series of
meetings where we will meet and suggest interventions that
will be inputted under the seven impact programs of the
nutrition program.
Ms. Casimiro also accounted that planning process for the nutrition
program should follow a process:
The process being taught during seminars should
also be followed. There must be a proper situational
analysis, so that we can know the real situation. Projects or
activities must be based on the objectives and targets set.
Dr. Macario also pointed the importance of proper situational
analysis in planning. He said during the one-on-one interview and focus
group discussion that:
Planning process starts with situational analysis.
Situational analysis should be proper because the
interventions are to be based on the analysis of the situation.
Planning process for the nutrition program should follow the
standard process where goals and objectives have to be set
after knowing the situation and projects and activities have to
be identified and prioritized.
Ms. Gabriel gave her opinion of the planning process if they are to
sit as a team and plan:
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My idea of a planning process is limited. When we will
sit as a team and plan, I will present the seven impact
programs under the nutrition program to the team. Then I will
gather the related plans of the different offices/agencies. I’m
used to the usual practice that we gather the prepared plans
of other offices implementing nutrition related projects and
find where they fit in the format or guide given to us. I am
aware that we can come up with new ideas or innovations
and this can even mean additional point for us. I think we
need technical experts to assist us if we are to really plan.
The description and requirements for a nutrition planning process
by the respondents showed that there is a need for a organized and
systematic process including factors for proper implementation. Results of
the one-on-one interview and focused group discussion revealed that the
MNC did never sit together for the purpose of planning for the MNAP.
Recognized as weakness of the MNC, the participants during the focus
group discussion concurred to come up with a structured planning process
especially in the formulation of the succeeding MNAPs, to wit: a) call for a
meeting; b) problem identification; c) set a common goal/objective;
d) identification of programs/projects/activities; e) prioritization of
programs/projects/ activities; f) consultation with stakeholders; g) final
review of the MNC plan; h) validation and endorsement of the plan by the
community; and i) submission for the approval of the MNAP by the
Municipal Council for adoption and implementation by all key players and
stakeholders.
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Based on the one-on-one interviews, all respondents stated that the
draft of the MNAP was prepared by the MNAO and presented during
meetings for comment or suggestions of the members. Ms. Gabriel herself
narrates that:
I gather the plans of the different offices implementing
nutrition related activities (Municipal Health Office, Municipal
Social Welfare and Development Office, Municipal
Agriculture Office and Department of Education – Bakun
District) and consolidate these plans, finding where they fit in
the guide sheet given to us for nutrition program evaluation. I
call for a meeting and present the draft MNAP to them for
comments or suggestions.
The Municipal Planning and Development Coordinator Engr.
Cornelio G. Colyong corroborated the statement of Ms. Gabriel in his
statement:
The plan is already prepared by the MNAO when
presented to the Municipal Nutrition Council meeting. When
presented, it is usually adopted unless the body has some
suggestions. However, the draft plan is usually approved as
presented. The instance I can remember, we do give
suggestions when nutrition month celebration is at hand and
we have to plan the specific activities. We only give
suggestions during the implementation stage, when we are
about to implement an activity.
Mr. Gonzalo gave a similar comment and gave instances when the
MNC gave suggestions.
The Municipal Nutrition Council usually adopts the
draft MNAP presented by the MNAO. We are not so aware
of the programs/projects/activities presented so we just
entrust the preparation to the MNAO. There are some
instances when we give suggestions but not during the
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presentation of the MNAP.. Usually, it is during presentation
of nutrition month activities. We suggest on the specific
activities. When there are negative comments from the
Provincial Nutrition Evaluation Committee, that’s one
instance that we give suggestions. But when it comes to a
planning process where the Municipal Nutrition Council sits
together for the purpose of planning, we are still to
experience it.
This was supported by the analysis on the minutes of MNC
meetings. As noted, MNC regular meeting last June shows that the MNC
gave suggestions on important activities especially in the conduct of the
nutrition month celebration on the month of July.
Furthermore, Ms. Laleo stated her opinion on the need for
concerned agencies and offices to plan together; she narrated that:
Concerned agencies and offices should be involved in
plan preparation. They should plan together to avoid
overlapping of projects, activities or beneficiaries. Instead,
there should be coordination of efforts and this can only
happen when we plan as a team and not like the current
practice that we do it on our own then the MNAO collects
them then consolidate them.
Ms. Carbonel gave a similar comment stating:
The Municipal Nutrition Council members should plan
together to focus on target programs, to really plan the target
activities for next year.
The MNC did never sit together to formally plan for the MNAP.
However, they know that planning is important and have ideas on how it
should be done. Integrating the data and ideas of the respondents, it is
envisioned to support the ideal planning nutrition program process. This
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includes identification of Strengths Weaknesses Opportunities and Threat
(SWOT) analysis; integration and consolidation of responses according to
problem concern, needs, resources, and people’s responsibilities and
involvement; validation, integration and prioritization; and collaboration
and complementation in a very participatory manner.
Plan Formulation and Development
It was viewed by the researcher that the nutrition plan should be
properly formulated to address and adhere to the overall municipal
development plan. Based on this, issues and concerns related to the
formulation and development of the nutrition program in the municipality
were identified.
During the research process, question was directed on the current
practice of plan preparation and all respondents answered negatively.
Reactions and responses showed that it was due to the fact that
respondents prepared the plan of their respective offices individually.
There was no integration and consolidation for a comprehensive program.
This is further reflected in the responses of some MNC members that they
are not aware of the lined-up activities under the MNAP or not even aware
of the objectives of the nutrition program.
It was only during the conduct of this study that the respondents felt
the need to really sit down together and align their respective plans with
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the other stakeholders and other offices, whose responsibility is to support
the mandate on nutrition and attain the development goals of the
municipality. Respondents also mentioned the importance of conducting a
planning session as a team and the need to introduce innovations so that
the MNAP will be participatory in nature and well-coordinated. Through
the participatory approach, the projects and activities will be synchronized
towards the development goal of the municipality. Furthermore, the
respondents saw the need to involve other members of the MNC in the
planning process of the nutrition program.
The MNAO explained that the MNC should still plan so that they
can introduce new interventions or innovations in the plan. She further
explained:
Though the guide is given, we are not prohibited to
add. New interventions or innovations are plus factor to us
during evaluation and I know that these new interventions
can only come out when more people participate, when we
sit down as a team and plan
The participants during the focused group discussion enumerated
four resources they believed were necessary to conduct an effective
planning process: a) manpower which includes the technical skills and
commitment of planning participants, and involvement of stakeholders;
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b) materials which include the equipment and office supplies necessary to
facilitate planning activity; c) appropriate funds to defray expenses on
meals and snacks, honorariums/ incentives and reimbursements of actual
expenses; and d) proper timing to conduct planning process and formulate
the nutrition plan and program.
The Colorado State University Extension (2007) pointed out that
planning seldom follow steps as closely as you follow a recipe. But there
are certain activities that when accomplished will help ensure a successful
planning effort. To them, first and foremost is to really understand the
issues and problems you want to address; next is to form a team that will
represent the stakeholders; and lastly is for the planning team to start
developing the plan following steps they designed that will help them
consider all important considerations. They made it clear that the
important thing in planning is for the team to really consider the
importance of thoroughly analyzing the situation and to base their planning
on sound data.
McNamara (1997) stated that there are phases of planning that
should be customized by planners to meet their nature and needs and the
organization they are planning for. These processes or phases of
planning are : a) stating the mission; b) conducting environmental scan;
c) analyzing the situation; d) establishing goals; e) establishing strategies
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to reach goals; f) establishing objectives; g) associating responsibilities
and timelines with each objective; h) writing and communicating the plan
document; and i) acknowledging completion and celebrating success.
The respondents are not contented with the present set-up of
MNAP preparation. They want to sit together to plan as a team. There is
no standard step prescribed for nutrition program planning. There are
suggested steps but these can be customized to fit the nature and needs
of the organization the plan is being prepared for. The MNC could design
a planning process they are comfortable that leads to the attainment of the
desired output. The very important thing is to base the planning on sound
data, data generated through a careful analysis of the situation.
Purpose of Nutrition Program Planning
The respondents are all convinced that planning is important in the
preparation of the nutrition program. They have given related answers
when asked about the purpose of planning for the nutrition program. Dr.
Macario stated during his interview that planning is important because it is
at this stage that you can set your direction:
It is important to plan because during the planning
stage, you set your goal, your roadmap in attaining this goal,
your indicators to check if you are achieving your goal and
you can see how the program is running.
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Ms. Estrella C. Guzman, School Nurse and Dep-Ed Representative
in the MNC, said:
I believe that planning is important in designing the
projects and activities of a program. We have to plan so that
suggestions and comments will be entertained and the plan
has a chance to be improved. However, because I am not
fully aware of how planning is to be conducted, I am in favor
that there will be a format or a guide.
Hon. Baldas Ognaden, gave his opinion on why we need to plan for
the nutrition program:
We have to plan for the nutrition program so that we
could help the malnourished who cannot help themselves.
Ms. Laleo also mentioned that planning is necessary for the
nutrition program so that proper prioritization of projects and activities
would be done. She explained that:
All the barangays would say that they need the
service/s, but what are the priority areas. The resources for
the program are limited so these resources must be focused
on projects or activities that are really needed so that we
could achieve outcome for the program. It is in this point that
we really need to plan to prioritize the lined activities we
want to implement. In planning we really need data as basis
in whatever decision we make.
Furthermore, Ms. Alidao, she pointed out that one of the purposes
of planning is for human resource development:
The Municipal Nutrition Council should start to do the
planning process in the preparation of the MNAP. This is not
only to solicit participation among the members in the
preparation of the plan but for the members to be developed.
They will become aware of their functions as members of the
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Municipal Council and develop or enhance their planning
skills.
Ms. Laleo stated that the offices preparing their plan maybe
contended with how they come up with their planned projects and
activities, but there can still be improvement when more people are
involved. This is particularly true in the designing of strategies. To her,
cost of project implementation can be lessened if concerned
offices/agencies plan together. She further explained by giving an
example:
Cost effective strategies could be designed in the
conduct of outreach services to the different barangays. We
know that the barangays in the municipality are far and we
need to use vehicles to reach them. If activities of the
concerned offices are coordinated, they could go there as a
group instead of each office scheduling their trip. As a result,
vehicles to be used could be lessened and target
beneficiaries would only be disturbed at one time.
Feedback report dated April 12, 2007 of the Provincial Nutrition
Evaluation Team contained a recommendation for the MNC to plan
measures of interventions to address the overweight children. Compared
with previous feed back report dated May 4, 2006, the need for planning
as recommended is to target the nutritionally depressed barangays of the
municipality and to review the nutritional causal model to come up with
appropriate interventions.
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This was supported by the Colorado State University Extension
(2007) when planning is done to come up with good programs that are
properly developed and designed to help people learn and solve the
problems they are encountering. Programs that are properly planned
result in a more effective and result-focused effort to meet high priority
needs.
Time Frame for Nutrition Program Planning
Proper program planning is an essential element in the process.
Based on the result, the participants came up with a schedule whereby
planning the nutrition program should be done. The group agreed that
planning process for next year’s MNAP should be conducted during the
second quarter of the current year in time before the budgeting period and
must be followed the year after. This means that the MNAP for 2009
should have been prepared last second quarter.
The respondents want to change the schedule of MNAP
preparation because they are aware that annual investment planning is
conducted on the start of the third quarter of each year. They all agree that
the MNAP should be ready before the investment planning so that the
lined-up projects and activities under the MNAP will be included in the
investment plan of the municipality.
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Previously, preparations of MNAPs were usually on the last quarter
of the preceding year or during the first quarter of the current year of the
Plan. It is for the reason that the time targeted was the deadline of
submission of the MNAPs at the Provincial Nutrition Office which is on or
before the end of February of the year of the Plan. Ms. Casimiro
reiterated that planning for next year’s MNAP should be done on the
second quarter of the current year:
The MNAP should be ready before the budgeting
period, so it must be prepared by second quarter because
budgeting period starts on the third quarter. This is because
the budget proposal of the MNAO should be based on the
approved MNAP which is integrated in the Annual
Investment Plan of the municipality.
Ms. Guzman also expressed that the time frame in preparing the
MNAP should be:
Though I’m not aware of the months the MNAO
presents the MNAP draft, I think MNAP should be prepared
once the Municipal Nutrition Council was briefed on the
feedback report of the Provincial Nutrition Evaluation Team.
The MNAO should follow-up the feedback report because
they are usually issued late but the recommendations should
be inputted in the MNAP to be prepared.
Dr. Macario also stated that the MNC can already plan once the
annual report is already prepared.
The annual report provides the data needed for the
planning particularly in assessing the nutritional situation so
the Municipal Nutrition Council can already plan once the
annual report is prepared.
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On the contrary, Ms. Carbonel observed that MNAP preparation is
usually late because:
The MNAP is a consolidation of all the plans related
to nutrition of offices. It is not planned separately so it
doesn’t consider the budgeting period because the activities
are already included in the budget proposals of the offices
that really planned it.
The Updated Budgeting Operations Manual for Local Government
Units (2005) clearly stated that budgeting for succeeding year starts on
July of the current year. The MNAP should be ready before the start of the
budgeting period. However, it must be prepared before the preparation of
the Annual Investment Plan of the Local Government Unit because the
MNAP has to be part of the Annual Investment Plan.
On the other hand, the members of the MNC agreed to plan for the
MNAP of the succeeding year on the second quarter of the preceding year
such that it will be incorporated in the Annual Investment Plan of the
Municipality at the same time in compliance with the Updated Budgeting
Operations Manual for Local Government Units as noted during the FGD.
Prioritization of Nutrition Program, Projects and Activities
Since no formal planning was ever observed for the municipal
nutrition program, the respondents were not sure of the criteria used in the
prioritization of the projects and activities under the MNAP. Based on
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practice of the MNAO, there were no criteria used. Instead, she explained
the preparation of past MNAPs:
The “should be projects” are already given in the
evaluation guide sheet given by the nutrition monitoring
team. So what I did was to get the nutrition related plans of
respective offices and consolidate them finding where they fit
in the guide sheet. No criteria were used.
However, the respondents all agreed that there must be a basis in
determining the priority projects or activities especially so if the funding is
not enough for all the proposed projects and activities. This transpired
during the one-on-one interview where some respondents gave opinions
on the criteria to be used in prioritizing the projects and activities for the
MNAP. Ms Casimiro pointed out that:
Urgency must be considered. We based on the result
of Operation Timbang reported by the MNAO. We should
also see if proposed projects and activities are really
necessary in achieving the objectives of the nutrition
program.
Operation Timbang is the annual weighing activity of preschoolers
done by Barangay Nutrition Scholars (BNS) to identify and locate
malnourished children in their area of assignment. The BNS assigned in
the different barangays will submit their reports which are later on
consolidated by the MNAO to come up with the municipal report.
Ms. Guzman mentioned that people in need must be given priority
in planning for nutrition interventions:
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We already have the reports of the Barangay Nutrition
Scholars (BNS) and the findings or feedback reports from
evaluation team. These reports and findings will point to us
the people who need nutritional interventions.
Ms. Alidao stated a criterion she thought was necessary:
Nutrition program projects and activities should all be
based on need. It has to be based on the problem to be
solved. That is why we need representatives from the
stakeholders in the community because they are the ones
who really know the situation. Sometimes, some reports are
biased thus validation of reports is also necessary.
Dr. Macario also gave some considerations in prioritizing nutrition
projects and activities:
I consider the following as considerations: social
acceptability, accessibility of resources, cost-effectiveness
and degree of need. The planning team should still look for
other factors to consider. Based on a situational analysis,
you can see the problem. For me, good situational analysis
is very important.
Meanwhile, Ms. Carbonel compared nutrition interventions to a
medicine when she brought the idea of “first-aid first”:
Based on situational analysis, you will know the
problems. Now, interventions should be based on gravity of
the problems. Because we cannot address them all at the
same time, those who need it now or the soonest should be
given priority. Let’s apply the first-aid first scheme.
Respondents all agreed that there must be criteria used in
identifying projects and activities to be included in the MNAP. Though they
have not tried prioritizing projects and activities under the MNAP, they
have the following ideas about the criteria to be used: program activity -
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based on the result of Operation Timbang; users/beneficiaries - based on
the users/beneficiaries as identified in the feedback reports of evaluators;
need-based as identified by the program or activity users/beneficiaries;
and classification according to social acceptability, accessibility of
resources needed, cost-effectiveness, and degree of need.
After setting the overall objective of the nutrition program,
strategies, projects and activities can be identified to attain this objective.
However, scarcity of resources should be considered. In as much as the
MNC wants to introduce some interventions, the limited resources of the
LGU would not allow it. As such, the need to prioritize the nutrition projects
or activities must be done based on the identified or set of criteria.
The following criteria were identified and agreed during the focused
group discussion in prioritizing nutrition projects and activities, 1.) urgency
of the problem and needs of the people and community; 2.) availability of
resources during project implementation; and 3.) perceived impact or
outcome including scope and coverage during implementation.
Nutrition projects are interventions to answer certain needs while
the people in need are the expected beneficiaries. Laviolette and Mannar
(2008) suggested that nutrition interventions should address the
immediate, underlying and basic causes of malnutrition and these
interventions should be implemented at sufficient scales.
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Intal (1987) also suggested a related approach in our effort to
combat child malnutrition. She opined that prevention should be
considered rather than just concentrating on the treatment. She
recommended that mothers should be involved in learning how to prevent
malnutrition from recurring.
We need to prioritize projects and activities for the efficient and
effective utilization of scarce resources and to benefit the most number of
people. Nutrition program resources are limited so we better decide
wisely. Florencio (2004) mentioned that the reality of the presence of
malnutrition cases in a locality partly means that a lot is still to be done
and we have to do them better.
Participatory identification of nutrition intervention is also important
so that there is a greater chance of identifying interventions that are really
needed. Oliveros (2007) also mentioned that we should use local
decision-making and capabilities in defining the nature of interventions.
Funding provided by the LGU to support the municipal nutrition
program is limited. That is why projects and activities to be included in the
MNAP should be properly identified if they are to achieve the overall
objective of the plan. Appropriate criteria should be used in project
identification.
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Composition of Peoples Involved in Nutrition Program Planning
The MNAO is the only person involved in the preparation of the
MNAP since no formal planning process was ever conducted for the
preparation of previous MNAPs. Members from the different offices with
nutrition-related activities like the Municipal Agriculture Office, Municipal
Social Welfare and Development Office, Municipal Health Office, and Dep-
Ed Bakun District prepared their plans independently. The MNAO collects
and consolidates these plans as integral part of the MNAP. However,
because of this practice, it was noted that it was evident that the members
of the MNC of Bakun, Benguet as key players in the planning process of
the nutrition program are not directly involved for a unified municipal
nutrition program.
In addition, as key players, the Municipal Nutrition Council should
include among others representatives of stakeholders to ensure a
participatory planning process. Based on the identified composition of the
MNC, the participants further enumerated added membership such as
representatives from the barangay officials, the community/beneficiaries,
nutrition program implementers, Non-Government Organizations (NGOs)
and Peoples Organizations (POs) operating in the municipality and even
the local media.
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The result of the study further revealed that the MNC needs
additional members to represent the other groups considered to have a
stake in the nutrition program. The MNC should not be composed of
government employees only but should include stakeholders like
representatives from the private sector: Non Government Organization
operating in the area, Women’s Organization and BNS. The respondents
also believed that the Association of Barangay Councils President should
be included as one of the members for ease on coordination on nutrition
efforts in the different barangays.
Ms. Casimiro pointed the need for additional members:
There must be representatives from families affected
with malnutrition problem so that they can say their real
situation and can voice their concerns. This is if they want to
improve their situation. With regards to the other
stakeholders particularly the NGOs and POs, those who
care should be included as representatives in the Municipal
Nutrition Council.
Ms. Alidao also mentioned the need to include representatives of
associations or federations in the barangays:
The associations or federations in the barangays like
the women’s association or federation should have a
representative in the Municipal Nutrition Council because
they are the ones in the grassroots and they know the real
situation in their barangays.
Ms. Laleo also wanted the Barangay Councils and Sangguniang
Kabataan Federation to be represented in the MNC:
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The Association of Barangay Council (ABC) President
and the Sangguniang Kabataan (SKF) President should
become members of the Municipal Nutrition Councils
because they could help in advocating the nutrition program
in their barangays. The ABC President could be instrumental
in making the barangay Nutrition Councils functional. The
SKF President could also mobilize the youth in advocating
health and nutrition concerns so that they will not be
concentrating in sports activities.
The Municipal Local Government Operations Officer, Ms. Anabelle
Laron mentioned that nutrition is everybody’s concern. Stakeholders
should include the implementers and beneficiaries:
There should be a representative of the Barangay
Nutrition Scholars to the MNC. The Liga ng mga Barangay
President of the Municipality, who is the representative of the
Punong Barangays, should also be included in the MNC
because they are the implementers at the grassroots.
Representative from the women sector and indigenous
group should also be included as members of the council.
Ms. Gabriel is aware that there is a need to involve stakeholders in
the planning process of the nutrition program because they can help solve
the malnutrition problem in the municipality. However, she did not pursue
this because of the difficulty of calling during meetings stakeholders’
representatives that are non-LGU employees. She further explained the
ideal composition of the Municipal Nutrition Council:
In one reading material given to us on ideal
composition of the Municipal Nutrition Council, six to ten
members is okay as long as the following sectors were
represented: agriculture, social welfare, health, development
planning, education and NGO. I am planning to include a
representative from the Department of Agrarian Reform
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because they have nutrition related projects. I also tried to
convince the manager of the Bakun Indigenous Tribes
Organization to join the Municipal Nutrition Council but he
refused.
Participation of stakeholders also contributes to nutrition program
sustainability because skilled people in the community participate and
eventually carry out activities even after project completion. Also,
stakeholders’ involvement develops a sense of ownership over the
program which motivates them and sustains operations and interventions
introduced.
Gako (1996) emphasized that health and nutrition is every one’s
concern and the most effective way so that set goals will be achieved is to
partner with various stakeholders of the health and nutrition program. This
is so much so because no one could manage health and nutrition
programs alone.
People’s participation is one of the enabling needs that has to be
met for poverty alleviation or improving the quality of life of the Filipino
people according to Goco (1995). People’s participation is recognized by
the state as one of the minimum basic needs of the Filipino people that
have to be met if their lives are to improve.
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Key Players’ Involvement in the Nutrition Program
Planning Process
Planning process needs to be experienced by the key players of
the nutrition program, especially if their level of involvement is limited.
Their involvement is limited because they only approve during meetings
the MNAP prepared by the MNAO without even bothering to carefully
consider the contents. They were never involved in formally planning for
the MNAP. As revealed during the one-on-one interviews, they are not
fully aware of the objectives set in the plan.
The key players who are the participants during the focused group
discussion admitted that they only approve what is already prepared by
the MNAO. Hon. Baldas Ognaden, the SB Committee Chairman on Health
explained this during the one-on-one interview:
I did never join any planning process for the nutrition
program because I trust the MNAO and the other members
like the Municipal Health Officer that they know what is best.
I have no knowledge of whatever planning process so I
entrust the planning to them and I just take charge of the
funding for whatever nutrition program activities or projects
they will propose. We in the council are supportive of the
health and nutrition sector. What is important is that no
group or individuals will complain.
Furthermore, they have not followed the proper planning process
especially on the MNAP preparation. Admittedly, they act on what is
being confronted at the present and convening the planning team takes
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some time including the conduct of meeting for the final review of the
MNAP. Identification of problem and goal setting was done by the MNAO,
identification of projects and activities was done by the offices concerned
and prioritization of projects and activities was normally left to the MNAO.
Moreover, there were no consultations with stakeholders conducted
to prepare the plans of the individual offices. In so doing, the MNAO
consolidates the individual plans to come up with the MNAP.
The MNAP is simply a consolidation of plans of offices
implementing nutrition related projects and activities. The MNC has
missed the opportunity to review, discuss, and decide collectively on
actions to address the malnutrition problems in the municipality. On the
other hand, these must be done especially in the formulation of the MNAP
which at present were not done.
Dr. Macario stated his observation that it is easier to plan for the
municipal nutrition program:
A format is already given, even the “should be”
projects and activities. What we do is just to choose those
projects and activities we can fund and implement. We
cannot really start with our own.
This was also observed by Ms. Laron on the MNAP with a pro-
forma plan:
The MNAP is a “de-kahon” kind of plan. All you have
to do is to input entries therein. Since no consultation and
planning process conducted prior to its preparation, no
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intervention from the MNC is included. And all the rest is up
to the MNAO’s discretion and decision.
This was supported by Ms. Gabriel who gave a similar comment:
The projects and activities that should be included in
the MNAP is already given in the guide sheet for evaluation.
We cannot have our own format because the guide sheet is
the format they require us to submit and the basis for
evaluation. That’s why most of the projects and activities in
the MNAP are “lip-service” and Municipal Health Office
activities.
On the contrary, Mr. Gonzalo expressed his dissatisfaction with the
current practice in the organization of councils, boards and committees.
He explained that:
When we prepare at the Mayor’s Office the
administrative orders reorganizing or organizing committees,
boards and councils, we usually do them for compliance
sake. We do not review the compositions and just change
the officials or employees replaced. Like the other councils,
the Municipal Nutrition Council is not functional because
some if not majority of the members are not even aware of
their functions. They just attend meetings if it happens to fall
on a day they are around or not busy.
Committees, councils and boards were organized for specific
purposes. The functions of the persons composing these special bodies
were clearly specified in the administrative orders organizing them.
However, these purposes were often defeated because of the non-
functionality of these special bodies. Organized for compliance sake, the
jobs to be done were often left undone.
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Ms. Casimiro gave a similar observation during the one-on-one
interview:
I know that being a member of the Municipal Nutrition
Council, I have a role to play and responsibilities. But based
on my observation, members of the different councils are
almost the same individuals which are the heads of the
different offices and the municipal officials. So how can we
function well, sometimes we cannot even attend the
meetings because the schedules are usually on the days we
are often busy with our office works. The MNAO then has to
exert effort to keep the Municipal Nutrition Council moving.
With a full-time MNAO, other members of the MNC expect an
improvement in the performance of the nutrition program. But they also
tend to rely on the MNAO without doing their share. Ms Gabriel
commented on the difficulty to convene the MNC:
There were instances when I tried to convene a
meeting for a planning workshop. But when I observed that
the other members are busy, I just gather and consolidate
their plans, finding where the projects and activities fit in the
guide sheet. I am aware that it’s my responsibility to initiate
the core group of the Municipal Nutrition Council to do the
planning for the MNAP formulation.
The MNAO admitted that they did never plan as a team because
she did not push for it. She explained that because she observed that the
other members were busy and she had the time to collect the nutrition
related plans, she did not follow-up scheduled planning workshops.
Instead, she prepared the draft and presented it during meetings of the
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MNC for comments and or suggestions. However, draft plans were usually
approved without any corrections and suggestions.
On the contrary, the MNAO still needs to boost her confidence and
develop a strong leadership skill so that she could initiate the planning
process for the nutrition program. In relation to this, she needs to be
knowledgeable on the planning process, and be able to coordinate a
participatory planning process in order to come up with a participatory
formulated MNAP. Furthermore, she needs to advocate the nutrition
program within the MNC itself so that the members will appreciate the
importance of their roles. Though she is diligent in her job, she needs to
convince other members of the MNC in order to work as a team and
achieve the goal of the municipal nutrition program particularly the
malnutrition prevalence in the municipality which is still high.
On a different aspect, the MNC has placed the lead responsibility to
the MNAO. They relied on the MNAO’s capacity as the nutrition action
officer. However, they failed to review their functions as one of the key
players in the formulation of the MNAP.
Key players in the planning process of the nutrition program should
be aware that they are responsible to advocate the plan and it must be
properly implemented, regularly monitored and evaluated.
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The American Planning Association (2008) described planning as a
process where civic leaders and citizens play a meaningful role. It’s in the
planning process that they could design strategies to enrich people’s lives.
The planning process of the nutrition program is the opportune time for
members of the Municipal Nutrition Council to put into action their desire
to help the needy. They are the key players and can greatly contribute in
attaining the objectives of the nutrition program.
Yeager (2006) explained why we have to help the needy. He said
that when we help those in need improve their lives, we are actually
helping everyone because society is the ultimate winner in every
development undertaking. No effort done to help others would be wasted
but will even give a feeling of satisfaction because you are able to do your
job.
The United States Department of Agriculture (2008) cited planning
and accountability as very important in effective program management.
Plan formulation should undergo a sound planning process which
considers the actual scenarios and involved stakeholders.
Ketcham (2005) also mentioned the need for dedicated public
servants so that democracy could demonstrate its merits. For
development to really take place, democracy needs citizens who look
beyond their self interests and demonstrate concern for the common
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good. Democracy needs citizens who would choose to do what is right
regardless of the cost.
Influencing Factors in Nutrition Program Planning
The process conducted in the preparation of MNAP was affected by
several factors. The need of a formal planning was pursued because of
some factors respondents believe as attitudinal issues. Ms. Casimiro
explained:
We did never plan because we, as members of the
MNC lack commitment to our functions and even
responsibility. We greatly rely on the MNAO.
Ms. Laleo stated a similar view:
Lack of dedication and commitment were the factors
that have nurtured the bad practice in MNAP preparation.
MNC members do not set quality time for council meetings.
During meetings, some members appear to be in a hurry
and are not so mindful of the matters being discussed.
.
Ms. Carbonel mentioned lack of cooperation and involvement of
MNC members:
We in the MNC are often passive. We lack
cooperation and full involvement in performing our functions
as MNC members. We rely a lot on the MNAO.
During the one-on-one interview, respondents gave suggestions to
enable the MNC to plan. Ms. Casimiro suggested commitment on the part
of the MNC members:
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Commitment from all members of the Municipal
Nutrition Council is very important so that the council will
become functional. But the question of who will lead will
again come out. I think the municipal officials should lead
because they can influence others members. The Municipal
Nutrition Council should be exposed to the real situation so
that they will see the problem and realize the reason why we
are in that council.
Commitment and dedication were also mentioned by Ms.
Laleo:
The Municipal Nutrition Council should have time to
sit down and plan as a team. All members should be
dedicated and committed to their functions as member of the
council. Funding should not be a problem because we can
plan by making good of what is available. It is actually a
behavioral issue.
Ms. Alidao also elaborated the setting of a quality time for nutrition
program planning so that all members could attend:
Schedules set for planning or simply for regular
meetings are sometimes in conflict with our schedules. The
Municipal Nutrition Council should agree on a date to
conduct a planning workshop. Funding for meals and snacks
may be a consideration but it entails a minimal amount.
Though commitment is important, technical expertise in planning
particularly nutrition is pointed out by Ms. Gabriel:
In order to conduct a planning workshop for the
nutrition program, we need an expert in planning and
nutrition to help facilitate the planning activity. We need
funding for meals and snacks and more importantly
commitment from the Municipal Nutrition Council members.
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Mr. Gonzalo complemented that the need for planning and nutrition
experts to assist during the planning process for the nutrition program is
vital:
The MNAO should coordinate with the Municipal
Planning and Development Office for the conduct of the
planning activity for the nutrition program. Some of the
Municipal Nutrition Council members are not so involved in
planning activities thus we need technical guidance from
planning and nutrition experts.
Ms. Carbonel mentioned the need for MNC members to be oriented
on their functions in order to observe full cooperation. Also, members
need to understand this important function especially in the planning
process.
Team work is needed so that we can come up with an
MNAP. We can only do this if we are aware of our functions
as members of the Municipal Nutrition Council.
Municipal Officials who are members of the MNC should be
involved and be active because they play great roles in the success of the
nutrition program. Their presence and attendance is a motivating factor to
the other members of the council. Community support from other
stakeholders will be easily solicited when officials are actively
participating.
Macias (1996) made clear the need for political will among Local
Chief Executives. He pointed out that Local Chief Executives should
recognize that nutrition services are for everyone. Communities suffering
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from malnutrition should make nutrition and agriculture as priority agenda.
(Larson, 2007).
Dr. Macario mentioned the need for correct data during the
planning process:
Time, involvement and concentration on the part of
the Municipal Nutrition Council members are necessary so
that planning could be successful. But correct data must be
at hand and funding must be provided for the meals and
snacks during the planning.
All respondents mentioned the need for the MNAO to be more
active in initiating the planning process for the nutrition program. Mr.
Gonzalo stated that she must be the focal person but the other members
must do their functions.
The MNAO should do more “push” for scheduled
planning workshops to materialize. At least, she is a full-time
MNAO so she has more time to follow-up with the other
members.
As the main person of the local chief executive on nutrition matters,
so much trust was given to the MNAO by the other members of the MNC
including the responsibility delegated to her even if other members know
that she cannot handle the task because of limited experiences. Ms.
Carbonel mentioned this when she said that:
The MNAO needs support because she is like a
soldier sent without much training and arms. She still needs
to boost her confidence so that she can effectively do her
functions.
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Cater and Carr (2007) pointed out the importance of competency,
knowledge and skills of nutrition program managers in achieving the
objectives of nutrition program. This is necessary because program
management is a technical job.
Based on the factors identified, the following could be drawn to
enhance the planning process:
a) The MNC should improve their involvement in the planning
process of the nutrition program. The performance of the MNC is
dependent on their roles and responsibilities. In addition, their functions
should be enhanced in view of the overall role and mandate of the
National Nutrition Council (NNC). They play key roles in policy advocacy
and formulation for the nutrition program. In doing so, the nutrition
program advocacy requires active participation which will be observed
from all stakeholders.
b) Leadership skill of the MNC chairperson should also be
strengthened. Proper leadership results to teamwork, motivation and
accomplishment of desirable outputs. This must be supported by
confidence, technical expertise and even conceptual ability to set the tone
of the planning process and even other program development and
implementation activities.
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c) There is also a need for proper communication between and
among members to effectively perform roles and responsibilities. The
entrusted functions should also be observed for better performance in
planning or other program activities. In like manner, administrative orders
and directives related in the organization of the MNC should specify
clearly the functions of the individuals as members of the council including
the suggested additional members.
d) The Municipal Planning and Development Office (MPDO) should
be able to assist the MNC in facilitating and coordinating the conduct of
planning activities of the LGU. The MPDO should be aware of their roles
and responsibilities with regards to planning not only on nutrition programs
but the entire development program of the municipality.
On the other hand, the key to effective and efficient planning is the
result of the formulation of the MNAP. This could serve also as influencing
factor in planning because it guides the MNC to perform accordingly. At
this point, the process for effective nutrition program formulation should
include among others: a) call for a meeting; b) problem identification; c)
set a common goal; d) identification of programs/ projects/ activities; e)
prioritization of programs/projects/activities; f) consultation with
stakeholders; g) final review of the MNC plan; and h) submission of the
approved MNAP to the Municipal Council for adoption.
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Furthermore, the study revealed the characteristics required from
the MNC members in the MNAP formulation: a) commitment and
dedication; b) cooperative; c) active participant and relevant involvement;
d) time-oriented as member of the MNC; and e) team player.
Aside from the present composition of the MNC, the respondents
believed that the following stakeholders’ representatives should be
included: a) representative of beneficiaries; b) representative of women’s
association; c) Association of Barangay Council President; d)
Sangguniang Kabataan Federation President; and e) representatives of
NGOs and POs operating in the area.
Based on the above items, the involvement of key players in the
planning process determines the success or failure of desirable, attainable
and relevant plans and programs. As a result the output of planning for the
nutrition program must be responsive, viable, effective, and efficient in
support to the overall objective of the municipal nutrition program.
The conduct of a successful planning process with the involvement
of representatives of other stakeholders in the MNC composition will lead
to better stakeholders’ participation which is vital to sustainable programs.
Furthermore, the stakeholders are more knowledgeable on their
conditions, situations and needs and eventually are better decision
makers on interventions confronting them. Specifically, sense of
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ownership of the nutrition program, which is vital for its sustainability, can
be developed as stakeholders are involved in the planning process.
The result of the study revealed that the MNC did never sit together
and formally plan and MNAPs were just consolidation of plans of offices
implementing nutrition related projects and activities. There was no formal
or limited planning process done to define the preparation of the MNAP of
the municipality. Hence, the first hypothesis is accepted. To improve this
situation, the MNC should define and adopt a planning process which they
believe is appropriate and be implemented properly for the succeeding
formulation of MNAPs.
The study revealed the limited participation of the key players in
MNAP preparation because the MNAO is the only person involved in its
preparation. The other members simply approve the prepared MNAP
during meetings. Therefore, the second hypothesis is accepted. Although
this was observed, the MNC should be fully involved in the planning
process for the MNAP formulation so that they could come up with plans
and programs which contain unified actions and activities to address the
malnutrition problem in the municipality.
Since there is no formal or limited defined planning process, there
is no limit for planning activities. The third hypothesis is further accepted.
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Results of the study revealed that the resources used in the MNAP
preparation were minimal. The capability of the MNAO served only as the
resource involved in the MNAP preparation while the other MNC members
only approved it. The members of the MNC lack the requirements and
capability in planning. Nonetheless, the lack of leadership skill on the part
of the MNAO did not limit the formulation of the MNAP but led to the
orchestration to initiate a planning process. The fourth hypothesis is finally
accepted.
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary
This research was conducted to determine the planning process for
the formulation of a municipal nutrition program and the level of
involvement of the Municipal Nutrition Council members as key players in
the planning process. The one-on-one interviews, focused group
discussion and participant observation were the research methods used to
gather pertinent data for the study. Data collected were further integrated,
interpreted, and analyzed based on the objectives, themes and framework
of the study.
The salient findings of the study are the following:
1. The vision of the Municipality of Bakun states that “The people of
Bakun dreams of a Bakun community that is economically emancipated
politically liberated, environmentally safe and socially and spiritually awake
through common action, and provision of basic services and facilities.” In
order to attain such vision, the LGU’s mission is to provide adequate and
responsive services to enable their constituents to live in comfort, security
and prosperity through optimum and sustainable utilization of resources,
active peoples' participation and dedicated public service.
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The goal of the investment and development plans prepared
annually by LGU-Bakun is to improve the quality of life of the people
through equitable access to basic services and facilities. The following are
its ten objectives: a) to improve/provide infrastructure developments, b) to
conserve and protect remaining forest stands, c) to improve/increase
revenue collection, d) to increase income of marginalized households
through ecologically sound technologies and livelihood trainings e) to
promote health and nutrition program, f) to further improve the delivery of
social services to the households, g) to promote eco-tourism industry in
the municipality h) to provide agricultural services and technical
assistance to farmers, i) to contribute in the attainment of a drug-free
municipality, and j) to promote ecological solid waste management among
all stakeholders.
The respondents believed that the localized vision of the 2005-2010
Philippine Plan of Action for Nutrition (PPAN) is the vision of the MNAP: “a
nutritionally improved municipality whose people are well nourished,
healthy, intelligent, and socially and economically productive with high
sense of human dignity”. It follows that the localized goal of the 2005-2010
PPAN is the goal of the Municipal Nutrition Action Plan (MNAP): “to
improve the quality of life of Bakun people through better nutrition,
improved health and increased productivity”. The general objective of the
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2008 MNAP was to reduce malnutrition rate in the municipality by 5% at
the end of 2008. It specifically aimed to a) conduct IEC to
mothers/parents/caregivers of malnourished children; b) provide
continuous service for the prevention, control and treatment of
micronutrient deficiency among infants, preschool children, pregnant and
lactating women and high risk and sick children; and c) to conduct
supplementary feeding to preschoolers with weights below normal (low
and very low).
The respondents revealed that no formal planning was conducted
for the preparation of the MNAP. The MNAPs were prepared without
considering the development vision, mission, goals and objectives of the
LGU and the objectives of the MNAP were not advocated for inclusion in
the municipal development plan. Funding support for the nutrition program
of the municipality was allotted without due process of prioritization,
validation and approval by stakeholders even though there was the
consolidated MNAP. On the other hand, the MNAP is usually prepared
late for proper endorsement, review and approval.
The respondents are not aware of the vision and goal of the MNAP.
The Municipal Budget Officer, the Local Government Operations Officer
and the MNC members who are implementing nutrition-related projects
and activities are usually the only members knowledgeable about the main
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objective of the MNAP. The MNAO is the only MNC member who is fully
aware of the objectives of the MNAP since she is the one consolidating
the municipal nutrition plan.
At this point, the respondents were not sure if the objectives set for
the MNAP were achieved. This led to some respondents to believe that no
proper monitoring strategies were in place to check if target outcomes of
interventions were accomplished.
On the other hand, knowing the objectives of the municipal nutrition
program is important because these serve as guide in the design and
preparation of interventions. They also believed that understanding the
nutrition planning process, the purpose of the MNC together with their
roles and responsibilities could contribute to the attainment of the overall
vision, mission, goals and objectives of the LGU.
2. It was believed that there were no formal planning processes
conducted for the preparation of past and current MNAPs. The MNAO
prepared a consolidated draft of the MNAP by consolidating the different
plans of offices implementing nutrition related activities, using the guide
sheet given by the Nutrition Evaluation Team. The drafts were presented
during MNC meeting and were usually approved without suggestions.
There were instances that the MNC gave suggestions but not on the
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MNAP but on the lined-up activities particularly on the celebration of
nutrition month.
The respondents enumerated the following processes believed as
appropriate for the nutrition program, namely: a) call for a meeting, b)
problem identification, c) set a common goal, d) identification of programs/
projects/activities, e) prioritization of programs/projects/activities,
f) consultation and validation with stakeholders, g) final review of the MNC
plan, and h) submission of the approved MNAP to the Municipal Council
for adoption.
The following are the resources the respondents believed they
need in order to effectively and efficiently plan: a) manpower which
includes the technical skills and commitment of planning participants, and
involvement of stakeholders; b) materials which include the equipment
and office supplies necessary to facilitate planning discussions; c) funding
to defray expenses incurred during the planning process; and d) proper
timing and schedule to formulate the plan.
The respondents believed that formal planning is important for the
municipal nutrition program because it provides direction in the overall
implementation, monitoring and evaluation of the nutrition program.
Furthermore, they were convinced that planning provides an opportunity
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for proper prioritization of activities and proper designing of strategies
necessary during implementation.
Moreover, they believed that the schedule of plan preparation was
very late and needs to reconcile with the annual investment planning and
also budgeting activities. This is usually observed on the last quarter of the
preceding year or during the first quarter of the year of the MNAPlan. The
deadline of submission of the MNAPs at the Provincial Nutrition Office is
on or before the end of February of the year of the MNAPlan. It was
suggested that the preparation of MNAP for succeeding year must be
done during the second quarter of the current year in time before the
budgeting period and for the plan to be incorporated in the Annual
Investment Plan of the Municipality.
In relation to project prioritization, the respondents believed that
there were no definite criteria used in the prioritization of projects and
activities in the MNAPs because these were consolidated plans of offices
implementing nutrition related projects and activities. It is therefore
suggested that the following criteria be used in prioritizing projects and
activities in the MNAP: 1.) urgency of the problem and needs of the people
and community; 2.) availability of resources during project implementation;
and 3.) perceived impact or outcome including scope and coverage during
implementation.
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On the other hand, it was noted that there was no formal planning
process ever conducted. It was only the MNAO who was directly involved
in the preparation of the MNAP and the other MNC members simply
approves it.
In terms of MNC composition, the respondents were not contented
with the present composition and membership. They believed that
stakeholders should be adequately represented in the MNC because
stakeholders’ participation greatly contributes in program effectiveness,
efficiency, and sustainability. In this aspect, it was suggested that the
following will be included as members of the MNC particularly barangay
officials, the community/beneficiaries, nutrition program implementers,
Non-Government Organizations (NGOs) and Peoples Organizations
(POs) operating in the municipality to include the media group.
3. Involvement of MNC and key players in the formal planning was
limited. The MNC members simply approved the consolidated and
prepared draft by the MNAO. As practiced, it is the MNAO that solely
prepare the nutrition plan and so much trust was entrusted as to her
responsibility on the expected output.
On the other hand, there were no innovations introduced in the
preparation of the plan because of the usual practice of utilizing the pro-
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forma nutrition plan provided by the provincial nutrition evaluation team
based on the guide sheet to come up with the MNAP.
In view of this, the respondents were not amenable to the present
set-up of municipal councils, boards, and committees who serve in the
post because of similar composition. They believed that this practice
contributed to the passive attitudes of majority of the members. Besides,
they have their regular functions to perform and meetings were usually
conducted on days they were often busy.
The respondents identified the following characteristics they must
or perceived to possess as members of the MNC in order to perform their
roles and responsibilities effectively, namely: committed and dedicated;
cooperative; active participant, time-oriented and output-oriented; and
team player.
4. The influencing factors in the planning process particularly in the
preparation of the MNAP are all dependent on the respondents’
responsibilities and the composition of the MNC. It was identified that the
lack of commitment on the part of the MNC members limits the effective
planning process including lack of quality time, lack of cooperation, and
limited involvement.
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In order to plan effectively and efficiently, the respondents identified
the following factors: a) commitment and dedication of MNC members;
b) cooperation of MNC members; c) involvement of MNC members;
d) regular schedule of planning activity; e) teamwork among MNC
members; f) validity and appropriateness of data; and g) leadership which
is supported by proper motivation and guidance to lead the planning
process.
The respondents also mentioned the need for active and fully
involved Municipal Officials especially if they are MNC members. This will
not only contribute to the success of the planning process but to the
success of the nutrition program as a whole.
Other factors that could enhance the planning process are the
strengthening of the performance of the MNC of their roles in the nutrition
program; strengthening the leadership of the MNC; communicating the
roles and responsibilities of the MNC in planning; and performance of the
Municipal Planning and Development Office of their roles and
responsibilities in planning.
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Conclusions
Based on the results and findings, the following conclusions are
drawn:
1. There is no formal and defined planning process in the
preparation of the nutrition program of Bakun, Benguet. It was during the
course of this study that the respondents realized the need to come up
with a planning process to be followed in MNAP preparation.
2. There is limited participation of key players in the planning of the
nutrition program of Bakun, Benguet. Stakeholders were not adequately
represented in the MNC, the key players in the planning of the municipal
nutrition program. More so, the only MNC member involved in the MNAP
preparation was the MNAO because no planning was ever conducted
purposively to prepare the MNAP. It was merely consolidation of nutrition-
related projects of different agencies which was packaged, presented and
submitted for approval and adoption and implementation.
3. Since there is no defined planning process for the preparation of
the MNAP, there is no limit set for the planning activities to be followed in
nutrition program planning.
4. The resources used in the planning process of the nutrition
program of Bakun, Benguet are minimal. It is minimal in terms of the
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human resource involved and the time set for planning. The MNAO was
the only person involved in the preparation of the MNAP because the
other MNC members only approved what was prepared by the MNAO.
The MNC was not able to conduct a planning activity purposively to
prepare the MNAP because the MNAO did not encourage or motivate for
the planning activity and schedules for nutrition program planning were
usually set on days MNC members were often busy. Moreover, the MNAO
needs to boost her capabilities to perform all the duties and
responsibilities delegated to her.
Recommendations
In view of the findings and conclusions, the following
recommendations are presented for adoption:
1. The following participatory planning procedure advocated by the
National Nutrition Council for MNAP formulation is modified to be adopted
and implemented:
a. Organize a Municipal Nutrition Action Team (MNAT), composed
of senior representatives of the different offices with nutrition related
programs which will serve as technical working group separate from the
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Municipal Nutrition Council that sets directions and policies on nutrition
development initiatives.
b. Identify roles and responsibilities to nutrition planning and other
community development initiatives such as education, action, capability
building and institutionalization activities that encourage positive changes
for growth and development of the community.
c. Plan the plan for the MNAP:
c.1. Conduct Strength Weaknesses Opportunities and Threat
(SWOT) analysis.
c.2. Conduct of visioning exercise to set the formulation of vision,
mission, goals and objectives.
c.3. Conduct of action planning and prioritization of strategies and
programs that will be validated by stakeholders and key players for
acceptance and approval prior to implementation.
c.4. Plan implementation in a more participatory manner.
c.5. Encourage participatory monitoring and evaluation.
2. MNAP preparation should be synchronized with the preparation
of the municipal annual investment plan, development plan and budget
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preparation because all funded programs, projects and activities could
emanate from the investment plan of the municipality.
3. The Chairperson of the MNC should lead the Council. He should
encourage the council to work collectively to formulate, implement,
coordinate, monitor and evaluate the Municipal Nutrition Action Plan.
4. Other stakeholders should be represented in the Municipal
Nutrition Council to include among others the following:
a. Association of Barangay Council (ABC) representative for easier
coordination of nutrition interventions at the barangays.
b. Women’s Federation representative because of the vulnerability
issue when it comes to grassroots development and health and nutrition
condition of the barangays or their communities.
c. Bakun Indigenous Tribes Organization (BITO) for better
complementation of nutrition efforts because of localized partnership and
governance efforts.
d. Non Government Organization (NGO) operating in the
municipality with nutrition related programs for better complementation
and collaboration.
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5. There should be a continuing capacity building activities to
enhance the effective and efficient management of the nutrition program.
The following capacity building activities are recommended:
a. Community Planning Process
b. Participatory Monitoring and Evaluation
c. Project Proposal Preparation
d. Project Evaluation and Assessment
6. The participatory planning process framework presented below is
advocated to guide the MNC in planning for the formulation of the MNAP
and other development related programs of the municipality:
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Situation analysis and
Vision, mission, goals,
problem identification
objectives, targets
WHERE DO WE
WHERE ARE WE
NOW?
WANT TO GO?
e.g. community resource
e.g. action planning,
scoping, visioning,
analysis
validation
PARTICIPATORY
APPROACH
Participatory Monitoring
Strategies,
and evaluation
programs/projects,
implementing
ARE WE GETTING
mechanisms, plan
THERE?
approval and budget
allocation
e.g. development
indicators and criteria
HOW DO WE GET
THERE?
Preparation and
development of the Plan
Approved plan for
IMPLEMENTATION
Figure 3: Participatory planning process framework for the formulation of
the MNAP (Talawa and Aquino, 2008)
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Based on the figure above all activities should be participatory in
nature with the active involvement of key players and stakeholders during
the planning process of specific development aspect. Specifically, in
assessing “where we are”, the conduct of situational analysis and problem
identification be done especially where the people are; analysis of the
community, its resources and management should be done through
collaborative, critical and complementing participatory approach.
With regards to future directions and plans, determining “where we
want to go” must include visioning, scoping, and action planning activities
for relevant plans. This should be supported by proper and participatory
people and community activity on the validation of strategies and
acceptance and approval of programs.
Overall the end result of participatory planning will lead people and
communities to have a dynamic, relevant, appropriate, systematic and
organized nutrition program including the design, preparation and
implementing of strategies, programs, and projects.
In addition, the people and the community involved in the nutrition
program should be actively involved and participate in monitoring and
evaluation for better and appropriate feedback and or improvement and
preparations of innovations and interventions in community nutrition
111
especially for women and children, youths, elderly and pregnant and
lactating mothers.
Finally, the research concludes that people and their communities
are the important resource in any activity. At the start of any activity,
encourage participatory planning as a very important component in the
development of community development plans and programs because it
provides strategic direction in attaining set goals and objectives.
Participatory planning process formulates, systematizes and organizes
unified courses of action with proper strategies and mechanisms that
consciously determine achievement of the vision, mission, goals, and
objectives set over a period of time given the effective and efficient
utilization of limited resources.
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Republic of the Philippines
BENGUET STATE UNIVERSITY
La Trinidad, Benguet
August 29, 2008
HON. MARCELO B. CONTADA
Municipal Mayor
Bakun, Benguet
Dear Sir:
Greetings!
The undersigned is conducting a research entitled “Keyplayers’
Involvement in the Planning Process of the Nutrition Program of Bakun,
Benguet” in partial fulfillment of the requirements of her studies in masteral
degree in Community Development, Benguet State University, La
Trinidad, Benguet. The result of the study will serve as a guide to assess
the planning process for the nutrition program of Bakun, Benguet.
In this regard, may I respectfully request your Office that I be
allowed to conduct one-on-one interview and one setting focused group
discussion with the members of the Municipal Nutrition Council of the
municipality.
I look forward for your favorable action on this matter.
Very truly yours,
ELIZABETH M. TALAWA
Researcher
Republic of the Philippines
BENGUET STATE UNIVERSITY
La Trinidad, Benguet
August 29, 2008
____________________
____________________
____________________
Dear Respondent:
Greetings!
The undersigned is currently employed with the Municipal
Government of Bakun, and is conducting a research entitled “Keyplayers’
Involvement in the Planning Process of the Nutrition Program of Bakun,
Benguet” in partial fulfillment of the requirements of her studies in masteral
degree in Community Development, Benguet State University, La
Trinidad, Benguet. The result of the study will serve as a guide to assess
the planning process for the nutrition program of Bakun, Benguet.
Being one of the keyplayers in the planning process of the nutrition
program, your views and observations as to your involvement are being
solicited. I will be coordinating with the Municipal Mayor’s Office as to the
scheduling of a one-on-one interview with you and a focused group
discussion with all the members of the Municipal Nutrition Council.
Thank you very much and I anticipate your attention and
cooperation.
Very truly yours,
ELIZABETH M. TALAWA
Researcher
117
Appendix A
PROFILE OF RESPONDENTS
NAME OF
AGE
POSITION/DESIGNATION IN THE
RESPONDENTS
MUNICIPAL NUTRITION COUNCIL
Mr. Paterno C. Gonzalo
43 Private
Secretary
II/
Acting Chairperson
Hon. Victor T. Bag-ayan
66
Municipal Vice Mayor/Co-
Chairperson
Hon. Baldas L. Ognaden
58
Municipal Councilor/Member
Engr. Cornelio G. Colyong
48
Municipal Planning & Development
Coordinator/Member
Ms. Sonia L. Casimiro
49
Municipal Budget Officer/Member
Dr. Simon P. Macario, Jr.
38
Municipal Health Officer/Member
Ms. Gloria B. Donglal
57
Local Revenue Collection Officer I –
In-Charge of Office/Member
Ms. Anabelle B. Laron
33
Local Government Operations
Officer II/Member
Ms. Leticia C. Laleo
53
Social Welfare Officer III/Member
Ms. Norma G. Alidao
40
Human Resource Management
Officer II/Member
Ms. Estrella C. Guzman
42
School Nurse/Member
Ms. Louisa L. Carbonel
50
Agricultural Technologist/Member
Ms. Hilaria B. Gabriel
44
Clerk II-MNAO Designate/Member
118
Appendix B
INTERVIEW GUIDE QUESTIONS
A. Basic Questions
1. How is the planning process for the nutrition program conducted
in the municipality?
2. Who are involved in the municipal nutrition program planning
process?
3. When is the municipal nutrition program planning process
conducted?
4.
How do you prioritize nutrition programs, projects and
activities?
5. What are the resources needed in planning for the nutrition
program?
6. Are the objectives of the nutrition program achieved?
B. Follow-up Questions
1. What is your perception of the planning process for the municipal
nutrition program?
2. What is the purpose of planning for the municipal nutrition
program?
3. Do you think the present composition of the MNC is sufficient?
4. Who are supposed to be included in the present composition of
the Municipal Nutrition Council if it is not sufficient?
5. Are stakeholders well represented in the Municipal Nutrition
Council?
6. Who are the stakeholders in the municipal nutrition program?
7. Is the time frame for Municipal Nutrition Action Plan (MNAP)
preparation synchronized with the municipal development plan
and budget preparation?
8. Why do you need to change the schedule of MNAP preparation?
9. Are there criteria used in prioritizing nutrition programs, projects
and activities?
10. Are you aware of the objectives of the municipal nutrition
program?
119
11. What is the importance of knowing the objectives of the
municipal nutrition program in planning for the MNAP?
12. What are the factors that hindered the conduct of planning for
the MNAP?
13. What are the factors you believe should be considered so that
you can pursue a planning activity for the MNAP?
120
Appendix C
Letter of Request to Conduct Interviews and Focused Group Discussion
121
Appendix D
Letter to Respondents
ELIZABETH M. TALAWA, October 2008. Key Players’ Involvement in the
Planning Process of the Nutrition Program of Bakun, Benguet. Benguet State
University, La Trinidad, Benguet.
Adviser: Marlowe U. Aquino, Ph. D.
ABSTRACT
This study determined the conduct of community program planning particularly
on the involvement of key players in the preparation and development of the nutrition
program of Bakun, Benguet.
Three important research methods, namely: interviews, focused group discussion
and participant observation were used to gather pertinent data for this study and were
subjected for interpretation and analysis for complete qualitative methodology.
The respondents were the thirteen (13) members of the Bakun Municipal
Nutrition Council (MNC) who were the key players in the planning process for the
nutrition program.
Findings showed that there is a need for a defined planning process for the
preparation of the Municipal Nutrition Action Plan (MNAP) of Bakun, Benguet. A formal
planning process is necessary that would consider the development vision, mission,
goal and objectives of the municipality and the nutrition program in the formulation of
the MNAPs. The MNAP objectives are to be integrated in the municipal development
plan as basis of allocating funds to support the nutrition program.
There were criteria but are not definite in prioritizing the projects and activities in
the MNAP. MNAP preparation was not synchronized with the annual municipal
development plan preparation because the time targeted was the deadline of
submission of the MNAP at the Provincial Nutrition Office and not the annual investment
programming of the municipality.
The MNAP was a consolidation of separate plans prepared by different offices
implementing nutrition related projects and activities, prepared by the Municipal
Nutrition Action Officer (MNAO) alone, using the guide sheet from the nutrition
evaluation team. The other members of the MNC had limited involvement in the MNAP
preparation because they only approved during meetings the Plan prepared by the
MNAO.
Limited dedication, commitment, cooperation and involvement on the part of the
MNC members were the factors identified that hindered the formulation of the MNAP.
Hence these were further utilized to serve as contributing factors to support better and
participatory planning process of the municipality.
ii
TABLE OF CONTENTS
Page
BIBLIOGRAPHY .............................................................................. i
ABSTRACT ....................................................................................... i
TABLE OF CONTENTS ................................................................... iii
INTRODUCTION
Background of the Study .............................................................. 1
Statement of the Problem ............................................................ 6
Objectives of the Study ............................................................... 7
Importance of the Study .............................................................. 8
Scope and Delimitation of the Study ........................................... 10
REVIEW OF LITERATURE
The Planning Process .................................................................. 12
Purpose of Program Planning ...................................................... 15
Influencing Factors in Planning .................................................... 18
Development Vision, Mission,
Goal and Objecties ..................................................................... 20
Stakeholders Participation in Nutrition Program
Planning Process ........................................................................ 25
Planning for Nutrition Interventions ............................................ 28
Conceptual Framework .............................................................. 33
Operational Definition ................................................................. 35
Hypotheses of the Study ............................................................ 39
METHODOLOGY
Locale of the Study .................................................................... 40
Respondents of the Study .......................................................... 42
Data Gathering ........................................................................... 43
Data Interpretation and Analysis ................................................ 46
RESULTS AND DISCUSSION
Purpose of Nutrition Program Planning in the Overall
Development Vision, Mission, Goals and Objectives
Of the Municipality of Bakun ....................................................... 47
Planning Process in the Preparation of the Bakun Nutrition
Program ...................................................................................... 57
Key Players’ Involvement in the Nutrition Program Planning
Process ....................................................................................... 80
Influencing Factors in the Nutrition Program Planning ................ 86
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary ..................................................................................... 95
Conclusions ................................................................................. 104
Recommendations ...................................................................... 105
LITERATURE CITED ........................................................................ 112
APPENDICES
Profile of Respondents ................................................................. 117
Interview Guide Questions ........................................................... 118
Letter of Request to Conduct Interviews and Focused
Group Discussion ......................................................................... 120
Letter to Respondents .................................................................. 121
BIOGRAPHICAL SKETCH ................................................................ 122
INTRODUCTION
Background of the Study
Health development program (HDP) in the country is an important
means to community development. It is the basis for a healthy citizenry,
with sound mind and body. The Philippine HDP is subdivided into
community health including health and nutrition, family planning, disease
prevention among others. Based on this, it was observed that malnutrition
is still the leading nutritional problem in the country that continues to afflict
the Filipinos (NEDA, 2005).
As a problem, it is even more complicated because categorically, it
incorporates under nutrition and over nutrition. Under nutrition is a form of
malnutrition that can result from inadequate ingestion of nutrients,
malabsorption, impaired metabolism, loss of nutrients due to diarrhea or
increased nutritional requirements while over nutrition is a condition where
there is excess of some nutrients in the body and usually results to
obesity. Individuals with this condition are prone to diseases like
hypertension, heart disease, and diabetes. The young and the elderly are
considered vulnerable to malnutrition including the pregnant or lactating
women who normally lack the capacity to defend themselves.
2
In the Philippines, the problem of malnutrition is caused by several
interrelated factors. Some put the blame on neglect of parents and
unhealthy lifestyle but others consider poverty as the main cause. Poverty
leads to secondary malnutrition problems like food insecurity and
inadequate knowledge on food handling. At the same time, poverty is
closely associated to poor environmental sanitation (NNC, 2004b).
Furthermore, malnutrition is alarming and its effects are observed
on individuals particularly young children. It affects the quality and
capability of the Filipinos to be economically productive, competitive and
socially active which is also a violation of the human right to adequate
food (Flores, 2006). On the contrary, nutritional well-being of people is
anchored on the individual’s basic right to food and is important in bringing
about social reform and economic development.
Malnutrition in the Philippines is manifested in several forms such
as protein energy malnutrition (PEM), iron deficiency anemia (IDA), iodine
deficiency disorders (IDD), vitamin A deficiency (VAD) and over nutrition
(overweight or obesity and diet-related diseases like hypertension and
diabetes) (NNC, 2004b).
Filipino parents want their children to grow healthy, productive and
strong. But this cannot just happen and we have observed how this
problem has affected so many Filipino children. Malnutrition is already on
3
the mainstream of human society. It is a reoccurring problem and must not
be ignored so our efforts should not be put to waste (Cena, 2007). As a
consequence, a malnourished child cannot wait support because this is
the time to ask and efforts must be exerted.
The realities on malnutrition tremendously affect children, young
adults, women, and other community members. It is in this light that
government emphasize on health development programs and initiatives
locally and nationally. The government recognizes nutrition as a
fundamental concern in social reform and economic development and
according to Larson (2007), countries suffering from hunger and
malnutrition should make agriculture and nutrition as national priorities.
In addition, the Philippine government through the NNC (2004)
came up with the Medium Term Philippine Plan of Action for Nutrition
(MTPPAN) 2005-2010 with the ultimate goal of improving the quality of life
for Filipinos through better nutrition, improved health and productivity. The
plan has seven impact programs which serve as the country’s guide for
action. Under the nutrition improvement impact program, several activities
support the overall community health and nutrition initiatives. These are
home and community food production, micronutrient supplementation,
food fortification, nutrition information, communication and education, food
assistance, livelihood assistance, nutrition in essential maternal and child
4
health services, and the promotion of healthy lifestyle. These activities
were the basis for the preparation and development of local nutrition
action plan of specific communities which were implemented and were
evaluated vis-à-vis the accomplishments.
In 2006 and 2007, the Municipality of Bakun emerged to have the
highest malnutrition prevalence rate among preschoolers. (Benguet
Provincial Health Office, 2007). The percentages of malnourished
children among pre-schoolers are 9.04% and 7.84%, respectively (Bakun
Municipal Nutrition Action Office, 2007). These ratings consistently
generated a below benchmark rating. Though prevalence rates are
decreasing, they are still considered high. As a result, health and nutrition
was one of the sectors pointed out as attention areas.
The result was indicated in the annual Local Government
Performance Measurement System (LGPMS) Capture Form particularly
on identified respondents - children aged 0-71 months with below normal
weights. The children serve as benchmark indicators under health and
nutrition monitoring.
The LGPMS form is being used to gather data on certain indicators
to assess performance of Local Government Units (LGUs) on five sectors,
namely: governance, administration, social, economic and environmental
5
management. The data gathered are processed and graphically
presented.
The Municipal Nutrition Council (MNC) of Bakun is annually
preparing a Municipal Nutrition Action Plan (MNAP) to implement the
municipal nutrition program which attempts to address the realities and
issues on malnutrition in the municipality. Hopefully, the lined activities
based on the MTPPAN Seven Impact Programs will improve the
nutritional status of Bakun people particularly the preschool and school
children.
The nutrition program is part of the Bakun municipal development
plan which addresses the social, economic, and ecological development
projects and initiatives of the municipalities. Based on this, the designated
Municipal Nutrition Action Officer (MNAO) prepared the specific activities
in the nutrition program as contained in the MNAP and coordinated its
implementation.
Ironically, as per evaluation of the Benguet Provincial Nutrition
Evaluation Team, Bakun won 3rd place for the Green Banner Award for
calendar year 2006. The award is given by the National Nutrition Council
to a municipality, city or province that has shown outstanding performance
in implementing its nutrition action plan. This evaluation tend to create a
question as to the impact of such outstanding performance vis-à-vis the
6
planning process of nutrition program of the municipality since it has not
improve its state as with the highest prevalence rate of malnutrition in the
province.
Statement of the Problem
Although it was observed that there was a yearly preparation of
Municipal Nutrition Action Plan in the Municipality of Bakun, it has not
improved its condition as to service delivery and impact on its citizenry.
Based on accomplishments, there was no clear indication on the impact of
the nutrition programs implemented on the prevalence rate of malnutrition
in the municipality. On the other hand, this might have caused a setback
on the operational and systematic planning process that would entirely
address the malnutrition problem. It was in this light that the research was
conducted to determine the involvement of the people in community
program planning. Also, the research study sought to answer how was the
nutrition program planning conducted to prepare and develop a workable
and realistic action plan for its citizenry.
Specifically, answers to the following questions were sought:
1. What is the purpose of the nutrition planning process in the overall
development vision, mission, goal and objectives of the Municipality of
Bakun?
7
2. How is the planning process conducted in the development of the
nutrition program?
3. What is the level of involvement of key players in the planning
process of the nutrition program?
4. What are the influencing factors necessary in the development of
the municipal nutrition program?
Objectives of the Study
The main objective of the study is to determine the conduct of
community program planning and involvement of key players in the
preparation and development of the nutrition program of Bakun, Benguet.
Specifically, this study aims to:
1. Identify the purpose of the nutrition planning process in the overall
development vision, mission, goal and objectives of the Municipality of
Bakun;
2. Determine the planning process in the preparation of the Bakun
Nutrition Program;
3. Determine the level of involvement of key players in the planning
process of the nutrition program; and
4. Identify the influencing factors in the preparation of the nutrition
program of the Municipality of Bakun, Benguet.
8
Importance of the Study
The evaluation of the nutrition program planning process in the
Municipality of Bakun, Benguet was conducted to shed light to the queries
made by concerned individuals as to the seemingly conflicting evaluations
given to the municipality as 3rd place in the Green Banner Award for 2006
for Best Implementer of Nutrition Action Plans and its being ranked
number one with the highest malnutrition prevalence rates among pre-
school children for the years 2006 and 2007 in Benguet Province.
To have a clearer understanding of the situation, this study made
use of three research methods, namely: personal interviews, focus group
discussions and participant observation. The convergence of these
methods presented the actual condition of the municipality with complete
interpretation and analysis. The triangulation of methods substantiated the
findings of this inquiry on the contribution of the nutrition program to the
overall strategic direction of the municipality; level of involvement of key
players in the planning process of the nutrition program; how the nutrition
program planning is conducted; and the influencing factors that are
necessary in the preparation of the nutrition program.
This inquiry definitely supports the planning process of the nutrition
program vis-à-vis the performance, ultimate goal of the nutrition program,
9
and prevalence of malnutrition among pre-school children in the
municipality.
Result of this inquiry is a key to a more responsive and effective
nutrition program because it pointed out attention areas which will be
addressed by the respondents. The result of this study is an input in
planning for future nutrition programs so that issues will be immediately
resolved and will result to a better nutrition program. As a development
program, this resulted to positive changes in the nutritional status of
program beneficiaries congruent to the strategic direction of the
community.
On the part of the respondents, the study is vital because of their
active roles in the program. They are the key players that set direction to
the development of the community with regards to nutrition. This study is a
justification to help them in their decisions because it provided them
impetus to realize the value of a well-planned program as well as its effect
the community. The study also helped them identify the areas where they
succeeded, areas where they need to exert more effort and opportunities
available that they haven't discovered and tapped. It did not only provide
them understanding of how they were involved but also provided analysis
of the level of their involvement in the planning process.
10
Also, the study provided valuable recommendations in developing a
nutrition program that supports the objective of addressing high incidences
of malnutrition particularly those in the preschool.
Finally, the study contributes to the overall community development
process especially in the formulation of plans and programs for people
and their communities through more responsive, dynamic, relevant, and
participatory planning process.
Scope and Delimitation of the Study
The study focused on the planning process for the development of
the nutritional program of the Municipality of Bakun. It evaluated the
involvement of the key players who also serve as members of the
Municipal Nutrition Council, which formulates the Municipal Nutrition
Action Plan (MNAP).
The members of the Municipal Nutrition Council were the identified
respondents which include the municipal mayor, who sits as the chairman,
municipal vice mayor, a sangguniang bayan member, municipal
employees, and representative from national government agencies
particularly the Department of the Interior and Local Government and
Department of Education.
11
Members of the community were not included in the study because
they were envisioned to be the target beneficiaries of the prepared and
developed municipal nutrition program. Furthermore, it was focused on the
MNC because of their role and responsibility in the overall municipal
nutrition development planning process.
REVIEW OF LITERATURE
Malnutrition remains to be the leading illness that afflicts the Filipino
children. Flores (2006) mentioned that nutrition action plans are responses
to the nutrition challenges a community is facing and the Philippine Plan of
Action for Nutrition (PPAN) is the country’s guide in acting for nutrition
improvement. The National Nutrition Council (NNC, 2005) stressed that
the PPAN is to help national government agencies, local government
units, nongovernmental organizations, academic institutions, business
corporations, and international organizations align their actions
accordingly. The seven impact programs under the plan will serve as
guide for Local Government Units (LGUs) in formulating their own nutrition
action plans and ensuring that nutrition plan is integrated into the LGUs
annual investment plans.
The Planning Process
The study of Karen Tontisirin and Stuart Gillespie on Linking
Community Based Programs and Service Delivery for Improving Maternal
and Child Nutrition supports the notion that success in nutrition programs
requires the attainment of certain desirable outcomes by means of an
adequate process (Tontisirin and Gillespie, 1999).
13
Program planning seldom follow steps as closely as you might
follow a recipe. There are, however, certain activities that if accomplished,
will help ensure a successful planning effort. The Colorado State
University Extension (2007) gave three pointers in starting a planning
process. First is to have a good sense of the issues and problems you
want to address. Second is to form a team to begin planning but the team
members should represent your target audience and should include
representatives of all levels and other agencies that will be involved in
carrying out the program effort. Thirdly is to develop the plan following
steps that the team would design that will help them consider all aspects.
The important thing pointed out is that the planning team should consider
the importance of understanding the value of thoroughly analyzing the
situation and base their planning decisions on sound data.
Allen (1998) made mention that planning process is rational and
amenable to the scientific approach to problem solving. He pointed out a
logical and orderly series of steps which were categorized as follows:
a) defining the mission; b) conducting a situation analysis by assessing
the organization’s strengths, weaknesses, opportunities and threats;
c) setting goals and objectives; d) developing related strategies; and
e) monitoring the plan.
14
McNamara (1997) stated the following phases in planning that
should be customized by planners to meet the needs and nature of
planners and the organization they are planning for: 1) stating the mission,
2) conducting environmental scan, 3) analyzing the situation,
4) establishing goals, 5) establishing strategies to reach goals,
6) establishing objectives, 7) associating responsibilities and timelines with
each objective, 8) writing and communicating the plan document, and
9) acknowledging completion and celebrating success.
The Effective Planning Guidelines of the United Nations High
Commissioner for Refugees (UNHCR, 1999) gave pointers for planners in
conducting the planning process. They pointed out the need to focus on
the beneficiaries through out the planning process. The planners should
recognize the characteristics and needs of the beneficiaries for they are
the reason why planning is being done. Another insight given is for
planners to be aware of their mandates and policy in a given situation.
When managed well, the policy provides the basis for an operation’s
mission and strategic intent which will direct efforts and focus the plan.
The importance of situational approach, objectives, participatory
approach, technical expertise, standards is also mentioned. Further, they
opined that the planning process should bring about results and impacts.
Plans are only effective if they lead to the right results which are the
15
desired impact. To them, planners should determine the desired impact,
identify the outputs which will have the impact, identify the activities which
will achieve the right outputs, and determine the inputs needed to carry
out the desired activities.
The Department of the Interior and Local Government – Philippine-
Canada Local Government Support Program (DILG-PCLGSP, 2001) on
their manual on how to formulate an Executive Legislative Agenda for
local governance and development gave the following processes in
planning: 1) convening of the planning team; 2) prioritizing issues – refers
to the identification of issues at hand and coming out with an initial list of
priority issues; 3) consulting stakeholders on the identified priority list of
issues to come up with a validated priority issues; 4) revisiting the
Municipality’s vision, mission and goals; 5) prioritizing the programs,
projects and 6) building commitment – is the securing of commitment of
various stakeholders during the implementation of the nutrition program.
Purpose of Program Planning
Good programs start with a plan. According to the Colorado State
University Extension (2007), programs don’t just happen. They need to be
designed to help people learn and solve or manage the problems they
face. Programs that are planned result in a more effective, results-focused
16
developmental effort to meet high priority needs. Indeed, a good plan
anticipates and considers everything and leaves nothing to chance and it
plays a vital role in helping to avoid mistakes or recognize hidden
opportunities.
Planning is the activity done to develop a plan. Planning helps in
forecasting the future and makes the future visible to some extent so that
we can undertake actions to influence such future. The Wikipedia (2008)
gave three purposes why planning is undertaken. First is to help
management clarify, focus and research their program’s development
prospects, second, is to provide a logical framework within which an
organization can develop and pursue strategies over the next three to five
years, and third, is to offer a benchmark against which actual performance
can be measured.
McNamara (1997) in his field guide to nonprofit strategic planning
and facilitation states that planning is setting forth the direction for
something – a system and then guiding the system to follow the direction.
Allen (1998) also pointed the need for organization to plan. According to
him, every organization must plan for change in order to reach its ultimate
goal. Effective planning helps an organization adapt to change by
identifying opportunities and avoiding problems and it improves decision-
making.
17
The UNHCR (1999) Effective Planning Guideline mentioned that
effective management of the planning process and more effective
planning processes will lead to better results delivered on time in a cost
effective manner with the end result being the achievement of the
organization’s overall objectives in the most effective way.
The American Planning Association (2008) describes planning as a
process which enables civic leaders and citizens to play a meaningful role
in creating communities that enrich people’s lives. They say that good
planning helps create communities that offer better choices for where and
how people live and planning helps community members envision the
direction their community grow and will help them find the right balance to
development and essential services.
The United States Department of Agriculture (USDA, 2007) in the
study they conducted on nutrition education program to address the rising
rates of obesity cited planning and accountability as very central to
effective program management. Plan formulation should undergo sound
planning which considered the actual scenarios and involved the
stakeholders. Success of programs is the goal of planning and one
consideration in planning given by the DA-PRISP, EU (1998) in their
workbook for project development officers is an effective assessment
process which will identify appropriate entry points and strategies.
18
Programs to be effective should be based on sound analyses, an honest
to goodness assessment and analysis of situations.
Influencing Factors in Planning
The planning toolbox of the Indiana Department of Transportation
(2007) mentioned the need to assess local planning capacity before a
planning activity is conducted. This local planning capacity also refers to
the amount of planning resource available to achieve goals. This focuses
on the technical, managerial, financial and political ability of the Local
Government Unit (LGU) to carry out the planning task. The toolbox
highlighted the following considerations to ask in order to have a good
assessment of an LGU’s capacity: 1) do we have professional planning
staff and other trained technical staff; 2) do we designate regular financial
resources for community planning projects; 3) do the planning team have
focus; and, 4) are comprehensive plans updated.
The guidebook on the preparation of comprehensive land use plan
published by the Housing and Land Use regulatory Board (HLURB, 2006)
stated the need for funds to finance the planning activities; personnel to
carry out the planning activities; and supplies, materials and equipments
to be used.
19
Shapiro (2008) in its CIVICUS toolkits pointed out considerations in
action planning that could influence the results. To them, certain things
need to be in place before you can begin action planning activities.
Foremost is the need for the action planning to be related to a strategic
planning framework or context so that the action planning does not take
place in a vacuum. The actions of the planning team must be related to a
clear strategy aimed at helping the organization achieve long-term goals
and objectives. Action planning can be done simply as a way of getting
through tasks that need to be done but this should not be the case.
Planning should be related to a strategic framework. This is very important
because when it is done outside a framework, it tends to be a hit-and-miss
affair. You might do something useful but, you might not.
Shapiro (2008) specified the following under a strategic framework:
1) clear vision of the kind of society you are working towards and a clear
understanding of the problems that lies on the way; 2) a set of values of
what you believe in and are the basis for what you are trying to achieve;
3) a clear mission statement that states what your organization does, how
it does it, for whose benefit and, where appropriate, in partnership with
whom; 4) an overall goal that rephrases the specific problems the
organization wants to address; 5) an immediate objectives or program
20
purpose; and 6) key result areas which give shape to your strategy for
achieving your immediate objectives.
Other consideration in planning according to Shapiro (2008) is
timing. Under timing, there are two aspects to consider. We should decide
first if when to do the planning activities and plan the time needed to carry
out the planning activities. They also emphasized that action planning
should be done only when you know what you want to achieve and you
only need a plan to spell out the activities required to achieve it. There is
also a mention of the need for outside facilitator or technical input in action
planning particularly when problems were encountered in past planning
activities. This is suggested to prevent the same problems from
happening.
Development Vision, Mission, Goal and Objectives
The Department of Budget and Management (DBM, 2006) in their
Budgeting Operations Manual for Barangays (BOMB) pointed out the
importance of having a vision, mission, goals and targets. The manual
defined vision as a desired future state of the organization or locality and
its people (men and women) and it is what the community or organization
wants to become in the long run. A vision statement of the organization is
then important because it inspires people, provides direction and guides
21
all development efforts of the organization or community. The BOMB
defined goal as a future target or end result that an organization wishes to
achieve. Goal is important because it increase performance, clarifies
expectations, facilitates the controlling function and increases motivation.
Objectives are also important and they are more specific statement of a
short range desired outcome or result. An objective may be viewed as a
subset of a goal and therefore contributes to the attainment of a stated
goal and responds to specific problem situations usually sectoral in nature.
Buildingbrands (2008) opined that the vision and mission of an
organization is its driving force which sets its strategic direction. They
define vision as the description of what the organization want to be, a
mental image produced by the imagination which involves seeing the
optimal future for the organization and vividly describing this. Mission, on
the other hand, is defined as the special assignment being undertaken by
the organization thus it describes the needs that are being met. They
have considered the actual practice that everything just jumbled up but
they have set three considerations so that a vision and mission statement
will have good chances of attaining strategic development: a) the vision
and mission statements should bring focus and clarity to the desired future
of the organization, b) the vision and mission statements should inspire
people to works towards that future, and c) the vision and mission
22
statements should guide people in their decision-making as they reach for
this future.
Wirth (2006) opined that a vision is solely future oriented and that it
provides an organization a forward-looking, idealized image for itself. To
him, a vision concentrates on the end goal, not the means to reach the
goal. His definition of vision is a collective belief in what the organization
can become. In this way, it is similar to a truly desired wish for the future.
The difference, however, is in how we mold ourselves to adopt to the
environment without expecting to be able to change the environment itself.
Yes, there is an implicit assumption about the future. However, if the
vision is sufficiently broad it will suffice for providing a framework for
current decisions. Granted, all decisions are made in the present. Yet, to
work toward something grander than the present employs some
probability of future outcomes upon which to make decisions, all other
things being equal.
Wirth (2006) also mentioned that the mission of an organization
should be brief and easily understood. This mission should clearly answer
the basic questions of what services the organization should provide, for
whom these services are, how will these services be delivered and why
the organization exists.
23
Ward (2008) defined a vision statement as much more than an
organization’s picture in the future. To her, a vision statement is the
organization’s inspiration and the framework for all its strategic planning.
In brief, she describes vision as answering the question, “Where do we
want to go?” and she encourages planners crafting a vision to let their
imagination go and dare to dream because their vision should capture
their passion. She also described a mission statement as an answer to
the question, “Why do we exist?”, a description of an organization’s
fundamental purpose.
The UNHCR (1999) distinguished goal from objectives with goals
referring to higher level and longer term desired results while objectives
refer to specific results with definite time frames. They refer to goals as
established at the organizational and program levels and objectives as
statement of desired result or specific accomplishment often established
at the sectoral level.
A program is said to be efficient if set objectives were achieved.
Nutrition programs are generally designed to reduce or eliminate
malnutrition prevalence in a certain community. Ending malnutrition is an
achievable goal according to Allan Larson of the Bread for the World
Organization but only if governments in developed and developing
countries make the right policy decisions. Ending the problem of
24
malnutrition requires political will (Larson, 2007). According to Sheeran
(2007) the most important thing in fighting malnutrition is to break the
cycle of hunger that passes from generation to generation. It was
observed that malnourished mothers usually give birth to malnourished
children. Unless the cycle is broken, more threat is seen against the
children who often end up as victims.
Florencio (2004) noted in her study of the Philippine Nutrition
Program that the nutrition problem in our country has not been arrested
though rosy pictures were painted by statistics. This partly means that a
lot has to be done in order to achieve the goals of the program. The
lessons learned from the governance of past nutrition programs in the
Philippines and the experiences in the implementation of present plan and
program of action for nutrition at the local level should be taken into
consideration in the implementation of future nutrition programs. We can
learn from the past and lessons learned could be used for sound
policymaking, but, the government and the public must give importance to
the implementation of policies, plans and programs because these are
equally important in achieving success in nutrition programs. Abboud
(2006) also added that good governance and accountability create
conditions that lift people out of poverty, raise education and health levels
and nurture sound economic and sustainable development strategies.
25
A study on school nutrition managers in the United States of
America (USA) conducted by Jerry B. Cater and Deborah Carr also
pointed that competency, knowledge and skills of nutrition program
managers also play a very important role in achieving the objectives of a
program (Cater and Carr, 2007).
Stakeholders Participation in Nutrition
Program Planning Process
Project success often requires a greater level of involvement by
project stakeholders (Ambler, 2007). All project stakeholders should
actively work with the project team to achieve set goals. Participation of all
stakeholders is important because it greatly contribute to the chances of
programs to be effective and sustainable. When stakeholders participate,
the prospects for appropriate design and commitment to achieving
objectives are likely to be maximized. Participation of stakeholders also
contributes to program sustainability because once people participate or
get involved, they acquire skills and trainings which they can use to carry
out activities even when the program stops. As stakeholders were
involved in the development process, they develop a sense of ownership
over the development that took place and this will motivate them to
voluntarily sustain and improve the development initiatives.
26
In addressing the issue of malnutrition, there is no substitute for
assessment and analysis done with the full and active participation of the
families most threatened by nutritional problems and most familiar with
their effects and causes. This will not only make sense with regards to
efficiency, effectiveness and long-term sustainability but also important in
a human rights perspective (Flores, 2006).
The Second National Health Assembly on 1996 gave credence to
the implementation of the Local Government Code (LGC) of 1991 in
bringing about the emergence of new health delivery systems which is
based on peoples’ empowerment and popular participation in health. With
the devolution of social services including health and nutrition to the
LGUs, communities can now have better hand in determining their own
needs and priorities, mobilizing resources to address local concerns and
initiate local participation in delivering vital services from all sectors in the
community (National Health Assembly, 1996). The community is now
accorded easier access to services and greater chances of being heard.
It is now recognized that the function of promoting, protecting, preserving
and restoring the health and nutritional status of the people should be
shared with all stakeholders.
Decentralization encourages participation of stakeholders at the
local levels, specially the marginalized sectors, thus allowing them to play
27
vital roles in processes that may include local development planning and
implementation, setting up conflict resolution strategies and resource
management (Cabilo, 2006). When people were involved in the process,
they develop a sense of ownership of the development process.
Peoples’ participation is one of the enabling needs that has to be
met for poverty alleviation or improving the quality of life of the Filipino
people. This is recognized by the state and participation is one area they
want to know in the Minimum Basic Needs (MBN) approach to poverty
alleviation (Goco, 1995).
Diao (2008) expressed in her Philippine Graphics column that
citizens are an integral part of the governance process as governance
cannot be the responsibility of public officials alone but sectors are key
players in the governance of a community. Health and nutrition is
everyone’s concern and the most effective way for achieving goals is to
build partnership among various stakeholders for no one could manage
health and nutrition programs alone (Gako, 2006). Program implementers
need the help of various stakeholders in all the processes because these
various stakeholders are the ones who know their situations and needs
best.
Hon. Emilio C. Macias III in his speech at the Second National
Health Assembly on 1996 talked on the need for political will among local
28
chief executives to recognize that health and nutrition services are for
everyone. Community participation especially from the organized sector
should always be encouraged because it lessens the load on human as
well as material resources (Macias,1996).
In a column appearing at the Indigenous Perspective Journal,
Rovillos (2003) presented his recommendation that indigenous peoples
must participate actively and substantially in all decision-making that
affects them, including planning, management, implementation and
evaluation. They believe that right to participate is a crucial and complex
right of a person that is inextricably linked to fundamental democratic
principles. Stakeholder participation is necessary in coming up with
feasible, appropriate and attractive interventions. It is also one tool to
empower target groups and increase their long-term problem capacities.
Planning for Nutrition Interventions
Nutrition programs are interventions to answer a need. The people
are the end of every development endeavor hence the people themselves
should help determine the processes and interventions that would truly be
beneficial to them. Yeager (2006) in his column at the eJournal USA
entitled “Disability and Ability”, mentioned the rationale why we have to
help the needy. He said that when we help a person attain his/her best
29
potential, we are helping everyone because society is the ultimate winner
in every development undertaking.
It is also mentioned by Ketcham (2005) in another volume of the
eJournal USA that for democracy to demonstrate its merits, it requires
citizens who look beyond their self interests and demonstrate concern for
the public good. We really need people who would do the right thing
regardless of the odds so that development could really take place.
Oliveros (2007) in his module for Community Development Field
Practicum related trust to the community and interventions to be
introduced. According to him, since we believe that citizens can be trusted
to shape their own future, the participatory development process that we
will employ in defining the nature of interventions should use local
decision-making and capabilities.
The DA-PRISP, EU (1998) in their workbook for project
development officers also emphasized the need for participatory
identification of problems so that interventions required in each sector
could be identified. Scarcity of resources should be considered because
any quantity of resources used is taken from that available resource. Any
benefit enjoyed by a certain sector is a sacrifice on the other sectors.
The NNC is recommending that the results of Operation Timbang
activities be used in planning for nutrition interventions (NNC, 2004a). By
30
using the said results, barangays and individuals who will be given priority
attention will be identified.
A study by Luc Laviolette and Venkatesh Mannar on the lessons
learned from success in nutrition programs in the Asia-Pacific region
revealed that interventions should address the immediate, underlying and
basic causes of under nutrition and these interventions should be
implemented at sufficient scales. Immediate causes are causes that have
something to do with inadequacy of dietary intake and disease. Underlying
causes are those causes related to food insecurity, poor access to health
services and inadequate caring practices while the basic cause of under
nutrition is poverty (Laviolette and Mannar, 2008).
Intal (1987) of the University of the Philippines – Los Banos
commented in her paper on social and psychological aspects of food
consumption that in our effort to combat child malnutrition, prevention
should be considered rather than just concentrating on the treatment. She
recommends that mothers should be involved in learning how to prevent
malnutrition from recurring.
Another study funded by the United States Agency for International
Development (USAID) conducted to review nutrition interventions and
develop checklist for health services recommend that interventions should
be integrated into maternal and child health. According to the study,
31
malnutrition is associated with approximately half of all childhood deaths in
developing countries and health workers have many opportunities to
provide nutritional services to women and children through routine health
activities. The study enumerated interventions which aims to promote,
protect and support the following: exclusive breastfeeding for
approximately six months, adequate complementary feeding from
approximately six to twenty-four months with continued breastfeeding,
adequate nutritional care of sick and malnourished children, adequate
vitamin A status, adequate iron status and adequate iodine status
(Sanghvi et. al., 1999).
In planning, Beltran (2008) has pointed the need to adopt new
nutrition conversation with consumers if we are to let them know the
messages we want to impart. Culture has to be carefully considered even
in nutrition interventions.
Sheeran (2007) also suggested that in planning, initiatives should
be focused in breaking the cycle of hunger that passes from generation to
generation. Hunger causes malnutrition; it has to be stopped if we are to
stop malnutrition.
Annually, municipalities were visited by the Provincial Nutrition
Council for evaluation of nutrition action plan implementation. Their latest
feedback form dated April 12, 2007 contained the following: more
32
backyard garden to include vegetables and fruits; follow-up children
identified who became overweight; MNC to plan measures of interventions
to address the overweight children; and be vigilant in monitoring the below
normal low weights preschool and school children (Benguet Provincial
Nutrition Evaluation Team, 2007).
33
CONCEPTUAL FRAMEWORK
Malnutrition comes in many forms that it poses a serious threat not
only to the community or country but to the world as a whole. It is for this
reason that interventions were implemented to combat this reality and
impede the consequences it brings about.
The Municipality of Bakun recognizes that malnutrition is better
managed when it is tackled through a participative and a democratic
process involving partnership between the LGU and the stakeholders.
It is based on the above premises that the study on the
implementation of nutrition program was considered timely and proper to
conduct. The study will closely look into the involvement of the key
players relative to the planning process for the Nutrition Program. It will
focus into the different factors such as stakeholders or key players,
involvement, planning process, influencing factors and nutrition program.
Stakeholders or key players are the people involved in the planning
process for the preparation and development of the nutrition program.
Their level of participation particularly in the performance of their roles and
responsibilities in the planning process will be analyzed.
The objective, methodology and strategies of the planning process
will be considered. Influencing factors will be determined to identify the
factors that could have contributed or limited the planning process. The
34
output of the planning process particularly the type of the nutrition program
developed as a result of the process will be determined to see how it
supports the development of the municipality.
The interplay of the three (3) factors, namely: stakeholders’
participation, planning process and influencing factors bring about
changes that produce a comprehensive, integrated and responsive
nutrition program for the community. Thereby, a defined planning process
for the formulation of municipal nutrition action plan that is complementary
to the needs, procedures and systems of the municipality will be
established. The interrelationship of factors identified in the development
of the Bakun nutrition program is presented in Figure 1.
Participation
Responsive,
Viable and
Key Players and
Community
Effective
change
Stakeholders
Planning Process
Community
Nutrition
Program
Influencing
Factors
Figure1. The Interrelationship of factors identified in the development of
the Bakun Nutrition Program
35
Operational Definition
Barangay Nutrition Scholar is a barangay based volunteer worker
responsible for conducting the annual weighing of preschoolers and
submit weighing results to the MNAO.
Beneficiaries refer to any person, family or group that is recipient of
the nutrition program.
Involvement refers to the participation of the Municipal Nutrition
Council Members in the planning process for the municipal nutrition
program. It has the following levels:
Limited involvement refers to the level wherein MNC members only
attend meetings but do not participate in the MNAP preparation.
Full involvement refers to the level wherein MNC members are
actively participating in MNAP preparation.
Iron Deficiency Anemia (IDA) is condition where a person affected
by this deficiency lacks hemoglobin in his red blood cells because of lack
of iron. The condition is characterized by feeling of fatigue, anxiety,
sleeplessness and reduced capacity. This deficiency increases the risk of
infections and can lead to death especially among lactating and pregnant
women and infants.
Iodine Deficiency Disorders (IDD) is a condition brought about by
lack of iodine intake or the failure of the thyroid gland to obtain a sufficient
36
supply of iodine to maintain normal structure and function, IDD is
characterized by swelling of the neck or goiter. This deficiency maybe
prevented through the regular use of iodized salt.
Key Players are the respondents and at the same time members of
the Municipal Nutrition Council who develop and implement the nutrition
program. Members are composed of the following: Municipal Mayor,
Municipal Vice Mayor, Sangguniang Bayan- Committee Chair on Health
and Nutrition, Municipal Health Officer, Social Welfare Officer, Municipal
Planning and Development Coordinator, Agricultural Technician, Municipal
Nutrition Action Officer, In-Charge of Office - Municipal Treasury Office,
Municipal Budget Officer, Human Resource Management Officer, and
representatives from the Department of the Interior and Local Government
and the Department of Education.
Malnutrition refers to a condition of the body as a result of lack or
excess of one or more of the important nutrients. Physically, the body
affected by malnutrition is weak and prone to diseases.
Municipal Nutrition Action Officer a full time employee under the
Municipal Mayor’s Office who serves as the right hand of the Municipal
Mayor on nutrition matters.
Municipal Nutrition Action Plan an annual plan prepared by the
Municipal Nutrition Council that contained the nutrition interventions. It has
37
adopted the following seven impact programs from the Philippine Plan of
Action for Nutrition: a) home, school and community food production; b)
micronutrient supplementation; c) food fortification; d) livelihood
assistance; e) food assistance; f) nutrition education; g) nutrition in
essential maternal and child health services.
Municipal Nutrition Council a multi-sectoral council organized to
prepare the Municipal Nutrition Action Plan.
Municipal Nutrition Program is the program of the municipality to
address malnutrition issues. Specific activities to implement this program
were contained in the Municipal Nutrition Action Plan.
Nutrition interventions are specific projects or activities done to
improve nutritional status in the municipality.
Over nutrition is a condition where there is excess of some
nutrients in the body and usually results to obesity. Persons under this
condition are prone to diseases like hypertension, heart disease and
diabetes.
Operation Timbang refers to the annual weighing of elementary and
preschoolers. Weighing of elementary children is being done by the
School Nurse while the weighing of preschoolers is being done by the
Barangay Nutrition Scholars. This activity is being conducted in the first
quarter of each year.
38
Planning Process refers to the process defined for the preparation
and development of the Municipal Nutrition Action Plan.
Protein Energy Malnutrition (PEM) is a body condition as a result of
lack of intake of energy or protein. Persons affected by this malnutrition
are usually stunted physically and mentally retarded and are high risks to
infections.
Stakeholder refers to any person, group or organization that has an
interest in the nutrition program.
Stakeholder Participation is the process by which the stakeholder in
the nutrition program became involved in the planning process for the
Municipal Nutrition Action Plan.
State of Local Governance Report is a report prepared by Local
Government Units which can serve as a management tool to aid local
planners in program planning and local development.
Sustainability is the durability of positive results of the nutrition
program.
Under nutrition is a form of malnutrition that can result from
inadequate ingestion of nutrients, malabsorption, impaired metabolism,
loss of nutrients due to diarrhea or increased nutritional requirements.
Undernourished child refers to a child who is affected by any of the
forms of malnutrition. The child maybe under height, underweight, too thin
39
or too fat. He may also be lethargic, sluggish and frequently ill because of
low resistance to infection.
Vitamin A Deficiency (VAD) is a condition that may result from low
intake of food rich in vitamin A like animal food, green and yellow
vegetables and yellow fruits. It may also be caused by poor absorption
and utilization of the body due to low intake of fats in the diet. VAD can
also be a result from severe infections. Common consequence of this
condition is night blindness and poor growth while death can occur in
extreme cases.
Hypotheses of the Study
The following are the hypotheses of the study:
1. There is no defined planning process for the nutrition program of
Bakun, Benguet.
2. There is limited participation in the planning of the nutrition
program of Bakun, Benguet.
3. There is no limit in the planning activities of the nutrition program
of Bakun, Benguet.
4. The resources used in the planning process of nutrition program
of Bakun, Benguet are minimal.
METHODOLOGY
Locale of the Study
The study was conducted in the Municipality of Bakun, Benguet.
The municipality lies on the northern part of Benguet, 336 kilometers away
from Manila, 86 kilometers from Baguio City proper and 80 kilometers
from the Benguet Provincial Capitol, La Trinidad, Benguet. It is bounded
on the east by the municipalities of Buguias, Benguet and Mankayan,
Benguet; on the west by Sugpon, Ilocos Sur and part of Alilem, Ilocos Sur;
on the north by Cervantes, Ilocos Sur and a part of Mankayan, Benguet;
and on the south by the municipality of Kibungan, Benguet.
The municipality is landlocked and mountainous. Its elevation
ranges from 200 meters above sea level to 2,600 meters above sea level.
It is characterized by generally rolling to very steep slopes. It is dotted with
high mountains covered with primary and secondary forests.
The municipality is fiscally classified as a fourth class municipality.
Agriculture remains to be the primary source of livelihood of most of its
inhabitants. It is comprised of seven (7) barangays, namely: Ampusongan,
Bagu, Dalipey, Gambang, Kayapa, Poblacion and Sinacbat.
41
Figure 2. Map of the Municipality of Bakun
42
Respondents of the Study
The respondents of the study were the key players involved in the
planning process of the nutrition program consisting of municipal officials,
municipal employees and representatives from the national government
agencies (NGAs). Specifically, these are members of the Municipal
Nutrition Council who developed and implemented the nutrition program.
The MNC members include the Municipal Mayor, Municipal Vice Mayor,
Sangguniang Bayan- Committee Chair on Health and Nutrition, Municipal
Health Officer, Social Welfare Officer, Municipal Planning and
Development Coordinator, Agricultural Technologist, Municipal Nutrition
Action Officer, In-Charge of Office - Municipal Treasury Office, Municipal
Budget Officer, Human Resource Management Officer, and
representatives from the Department of the Interior and Local Government
and the Department of Education.
Table 1. Distribution of Respondents
Municipal Nutrition Council
Number Percentage
Members
Municipal officials
3
23%
Municipal employees
8
62%
Representatives from NGAs
2
15%
Total 13
100%
43
Data Gathering
The study used three research methods, namely: individual
interviews, focus group discussions, and participant observation in the
collection of pertinent data.
The study was facilitated through a request letter to the Municipal
Mayor seeking permission to conduct interviews and focused group
discussion with the members of the Municipal Nutrition Council. It was
approved on September 1, 2008 and this commenced the start of the
research study.
1. Individual Interview
The individual interviews were conducted with the respondents
during their free time. A schedule of interview was prepared as follows:
September 1, 2008 - Municipal Vice Mayor, Municipal Budget Officer,
Dep-Ed Representative, Human Resource Management Officer and
Social Welfare Officer; September 2, 2008 – Sangguniang Bayan
Committee Chair on Health and Nutrition, Municipal Nutrition Action
Officer, Private Secretary of the Municipal Mayor/Designated Chairman of
the Municipal Nutrition Council, Agricultural Technologist, Municipal Health
Officer and DILG Representative; September 3, 2008 - Municipal Planning
44
and Development Coordinator and Officer-In-Charge at the Municipal
Treasury Office. Vital questions were prepared to guide the flow of the
interviews. Also, there were follow-up questions made to deepen and
clarify some statements. These were done to provide more substance and
clarity to the study.
2. Focused Group Discussion
There were eleven (11) members of the Municipal Nutrition Council
who attended the meeting and FGD. The Municipal Vice Mayor and the
representative of the Department of Education were absent due to prior
commitments.
The meeting started with a prayer followed by a brief discussion on
the other agenda. After the meeting, Mr. Paterno Gonzalo, the designated
Presiding Officer, gave the floor to the researcher to discuss the purpose
of her presence.
The researcher presented the rationale and the process of the
activity. When a question is asked, the participants write keyword
answers in their meta cards; the participants then paste the cards on the
space provided; after all participants have pasted their cards, the
participants grouped the idea cards in accordance to thought and
45
meaning; and lastly, the participants arrived and agreed at a consensus to
the given question.
After the activity was conducted, the researcher thanked the
participants for their time and cooperation. The Municipal Nutrition Action
Officer (MNAO) informed the other participants that a scheduled planning
workshop on the 2009 Municipal Nutrition Action Plan (MNAP) will be
conducted. The said activity enables them to apply the planning process
they have identified during the FGD.
3. Participant Observation
The researcher started her critical observation on the planning
process of the MNAP since the commencement of the study research.
She observed how the different offices prepared their annual investment
plans and how the MNAO came up with the draft of the MNAP. She
complemented her observation with pertinent document analysis on
annual reports, annual investment and development plans, minutes of
meetings of the Municipal Nutrition Council, guide sheet for evaluation of
municipal nutrition programs and evaluation feedback reports from the
Provincial Nutrition Evaluation Team.
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Data Analysis and Interpretation
The data were subjected to interpretation and analysis through
triangulation vis-à-vis the objectives, research themes, hypotheses, and
exected research outputs. The interpreted data were described and
subjected to complete qualitative methodology. Data gathered were
sorted according to the interview guide questions supplemented by follow-
up questions based on the data provided by the respondents.
These were further categorized based on themes which were
coded and sorted according to the objectives and hypotheses vis-à-vis
research results.
In addition, these were described, interpreted and analyzed to
address the factors presented in the conceptual framework of the
research. In view of the overall process, the data gathered were translated
into information which were organized and synthesized in the community
planning process being studied particularly the nutrition program of the
municipality of Bakun, Benguet.
RESULTS AND DISCUSSIONS
Purpose of Nutrition Planning Process in the Overall
Development Vision, Mission, Goals and Objectives
of the Municipality of Bakun
The development vision and mission of the Municipality of Bakun
are clearly stated in its Executive Legislative Agenda (ELA). It states that
“The people of Bakun dreams of a Bakun community that is economically
emancipated politically liberated, environmentally safe and socially and
spiritually awake through common action, and provision of basic services
and facilities.” In order to attain such vision, the LGU’s mission is to
provide adequate and responsive services to enable their constituents to
live in comfort, security and prosperity through optimum and sustainable
utilization of resources, active peoples' participation and dedicated public
service. The vision and mission were revisited and refined during the ELA
formulation workshop conducted last January 16-18, 2008 at Puro Point,
San Fernando City, La Union.
The goal of the annual investment and development plans prepared
by LGU-Bakun is to improve the quality of life of the people through
equitable access to basic services and facilities. The following are its ten
objectives indicated in the annual development plan to: a) improve/provide
infrastructure developments; b) conserve and protect remaining forest
48
stands; c) improve/increase revenue collection; d) to increase income of
marginalized households through ecologically sound technologies and
livelihood trainings; e) promote health and nutrition program; f) to further
improve the delivery of social services to the households; g) promote eco-
tourism industry in the municipality; h) provide agricultural services and
technical assistance to farmers; i) contribute in the attainment of a drug-
free municipality; and j) promote ecological solid waste management
among all stakeholders.
The different objectives of the municipal development plan should
emanate from the different sectors, namely: social, economic,
development administration, and infrastructure development. These
objectives should contribute in attaining the goal of the development plan
which is to improve the quality of life of the people through equitable
access to basic services and facilities. Projects and activities to be funded
under the development plan should be based on these objectives.
The Municipal Nutrition Action Plan (MNAP) contains the local plan
of action of the LGU for nutrition. During the plan formulation, the vision,
mission, goals and objectives (VMGO) of the LGU should be considered in
formulating its own vision, goal and objectives which will be the bases of
identified programs, projects and activities. The MNAP, being a sub-plan
of the municipal development plan has to be supportive of the municipal
49
development plan. The Municipal Nutrition Council (MNC) should
advocate for the inclusion of the overall objective/s of the MNAP in the
objectives of the municipal development plan. Funding to support the
municipal nutrition program, should also be based on the overall
objective/s of the MNAP.
Meanwhile, the participants during the focused group discussion
believed that the MNAP’s vision is the vision of the 2005-2010 Philippine
Plan of Action for Nutrition (PPAN) in a local perspective. It is “a
nutritionally improved municipality whose people are well nourished,
healthy, intelligent, and socially and economically productive with high
sense of human dignity”.
It follows that the localized goal of the 2005–2010 PPAN is their
MNAP’s goal: “to improve the quality of life of Bakun people through better
nutrition, improved health and increased productivity”. Though no planning
process was conducted for the formulation of the 2008 MNAP, its general
objective is to reduce malnutrition rate in the municipality by 5% at the end
of 2008. Specifically, to: a) conduct IEC to mothers/parents/caregivers of
malnourished children; b) provide continuous service for the prevention,
control and treatment of micronutrient deficiency among infants, preschool
children, pregnant and lactating women and high risk and sick children;
and c) conduct supplementary feeding to preschoolers with weights below
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normal (low and very low). Children with weights below normal (low) are
the moderately malnourished children, while the children with weights
below normal (very low) are the severely malnourished children.
Planning for the nutrition program will provide an opportunity for the
MNC to decide on the objective/s they believe could achieve the pre-set
goal of the MNAP and the specific objectives/targets they believe could
attain the objective/s. When the VMGO of the LGU were considered,
attaining the goal and objective/s of the MNAP will contribute in attaining
the goal and objectives of the municipal development plan. The MNC who
prepares the MNAP should be aware of these objectives because these
should be the bases of the lined programs, projects and activities in the
plan.
During the focused group discussion conducted for this study, the
Municipal Health Officer pointed out that, stakeholders in the nutrition
program need to have a common goal in planning and it is one
consideration in the planning process they want to follow.
However, the participants are not aware of the vision and goal of
the MNAP. The Municipal Nutrition Action officer (MNAO) who prepares
the MNAP is the only member who is fully aware of the objectives of the
MNAP. The Municipal Budget Officer, the Local Government Operations
Officer and MNC members who are from offices implementing nutrition-
51
related projects and activities are the ones who gave an idea on the main
objective of the MNAP. In general, they answered that the main objective
of the nutrition program has something to do with reducing malnutrition
prevalence in the municipality. The other respondents lamented that they
are not really aware of whatever goal or objectives set forth for the MNAP.
During the interview with the Municipal Budget Officer, Ms. Sonia L.
Casimiro, she narrated:
For me, the objective of the nutrition program of the
municipality is to address the malnutrition problem in the
municipality in the shortest possible time.
The Budget Officer further explained that since it is a nutrition
program, the main objective is to address the malnutrition problem in the
municipality. She believed that this can be achieved by focusing whatever
funds allotted to the nutrition program in projects or activities supportive to
the objective of the nutrition program. She further explained that the
purpose of setting an objective is to have a guide in the actions to be
undertaken.
This was supported by the Municipal Health Officer Dr. Simon P.
Macario who said that:
I think the main objective of the nutrition program is to
decrease the incidence of malnutrition in the municipality.
Similar opinions were given by Ms. Louisa L. Carbonel, who is a
registered nutritionist by profession but an Agricultural Technologist by
52
occupation, and the Municipal Social Welfare and Development Officer,
Ms. Leticia C. Laleo. They both said that the main objective of the nutrition
program is to address the malnutrition issue in the municipality.
Mr. Paterno C. Gonzalo, the private secretary of the Municipal
Mayor who usually sit and preside over MNC meetings, explained that
they are not fully aware of the vision, mission, goal or objective of the
municipal nutrition program because these statements were not
advocated to the MNC. The goal and objectives of the nutrition program
were never mentioned during meetings. When the MNAPs were presented
to them, they did never mind to glance at the objectives. Much so, no
planning was conducted wherein goal and objectives would have been
revisited. He admitted during the one-on-one interview their shortcoming
as a member of the council:
I’m not fully aware of the objectives of the nutrition
program in the municipality. Maybe there are vision, mission,
goals and objectives but I think we are not aware because
they are not advocated to us. Sometimes, we in the council
meet for compliance and not even aware of our functions.
The statement of Mr. Gonzalo brought out the situation in the
municipality when it comes to the functionality of councils and committees
organized in the LGU. Councils were organized to comply with directives
of the National Government.
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No formal planning was ever conducted for the preparation of the
MNAP. On the other hand the MNC members are not fully aware of its
goal and objectives. They are not fully aware if the objectives set would be
supportive of the goal of the nutrition program and if lined-up programs,
projects and activities in the MNAP would attain the objectives.
All respondents in the one-on-one interview and participants in the
focused group discussion had a common answer when asked if it is
important to know the objectives of the nutrition program of the
municipality. To them, it is important because the objectives will give
direction in planning and these objectives will serve as guide and steps to
undertake.
The Budgeting Operations Manual for Barangays (BOMB) pointed
out that goals and objectives are the bases of appropriate and sustainable
plan interventions – policies, strategies, programs and projects.
When asked if the objectives of the municipal nutrition were
achieved, the respondents during the one-on-one interview who gave an
answer as to the attainment of the objectives of the municipal nutrition
program were the same who answered that per MNAO’s report, some of
the objectives were achieved because the malnutrition prevalence rate
decreased. The Municipal Nutrition Action Officer, Ms. Hilaria B. Gabriel,
explained:
54
I think some objectives of the municipal nutrition
program were achieved because the municipal wide
prevalence rate was decreasing.
Analysis of the 2007 MNAP and the 2007 accomplishment report of
the MNAO revealed that the objectives were achieved based on the
following: a) eliminated iodine deficiency disorders among school children
and pregnant women; b) increased to 100% the number of households
using iodized salt; and c) reduced incidence of above normal weight
among preschool children.
The attainment of the above-stated objectives contributed to the
decrease in prevalence rate of malnutrition in the municipality and is
achieved because of the intensified information and education campaign
conducted by the MNAO and the Municipal Health Office. The MNAO also
believed that the provision of supplementary food helped achieve the
decrease.
However, the other respondents commented that there is lack of
monitoring and follow-up strategies in some supplemental feeding
projects. Dry ration strategy was adopted wherein the supplementary food
were given to the households. In this set-up, there is a possibility that the
food were not consumed alone by the malnourished child. Ms. Laleo
commented:
55
On supplemental feeding, dry ration strategy was
adopted. No strategy was devised to monitor if the food
given were really consumed by the target children. There is
still a need to devise follow-up strategies to see to it that the
malnourished children will become and remain nourished.
That is why purposive planning is necessary.
Monitoring and evaluation is an important component of a
development plan. In the plan preparation, schemes for monitoring and
evaluation should be devised to see to it that after plan implementation,
interventions could be monitored and evaluated to check if the objectives
set were achieved. If the projects and activities were the ways identified to
reach the goal and objectives, the result of the monitoring and evaluation
will show if these goal and objectives were attained.
Ms. Carbonel mentioned the need for MNC members to understand
the planning process and appreciate the reasons the MNC was organized
and how it could contribute to the attainment of the goal of the Local
Government Unit. She further explained:
All members of the Municipal Nutrition Council should
realize that the Council was organized for a purpose, so that
it will contribute to the attainment of the Local Government
Unit’s goal. The nutrition program can better achieve this if
there is nutrition program planning.
Ms. Carbonel further elaborated that the nutrition program is a
support program to the development of the municipality. It is not acting
independently but is to contribute in attaining the overall development goal
of the LGU. When planning is conducted for the nutrition program, projects
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and activities would be properly identified so that preset objectives would
be achieved.
Objectives of the municipal nutrition program of the municipality
appearing in its annual Municipal Nutrition Action Plan (MNAP) were not
clearly known by all the MNC members who were supposed to prepare
these objectives. This was shown by the result of the one-on-one interview
where six (6) respondents said that they are not aware of the goal or
objective of the MNAP. However, they consider these objectives as guide
in the planning process of the nutrition program thus knowing them are
important.
The MNAP is prepared without carefully considering the objectives
it has to achieve. Funding was also allotted without considering the
MNAP. Per analysis of the accomplishment report of the MNAO, the
overall objective of the 2007 MNAP which is to reduce malnutrition rate in
the municipality by 5% at the end of 2007 was not achieved. Malnutrition
rate decreased by only 0.58% instead of the 5% target. There is a need
for the MNC to conduct a planning activity for the nutrition program so that
they will appreciate the relevance of the objectives in identifying
interventions and set realistic targets that consider the availability of
resources.
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Based on observation, MNAP preparation was not synchronized
with the preparation of the development plan and budget of the
municipality. As a result, the objectives of the MNAP were not advocated
to the Municipal Development Council as basis of allocating funds to
support the nutrition program.
The vision and mission of an organization are in place to serve as
guide in all its development undertakings. In the Budgeting Operations
Manual for Barangays (2006), it was pointed out that the vision of a Local
Government Unit inspires its people, provides direction and guides all
development efforts in the locality. The manual also stated that goals,
objectives and targets are set at the sectoral level and are the bases of
appropriate and sustainable interventions.
Planning Process in the Preparation of the
Bakun Nutrition Program
Annually, the MNC of Bakun prepares the Municipal Nutrition
Action Plan (MNAP) which contained the specific activities vis-à-vis
targets and expected outputs to implement the municipal nutrition
program.
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The Planning Process
Organizational situation and conditions were carefully analyzed
together with the identification of problems in relation to the nutrition
program of the municipality. This was substantiated by detailed questions
like “Where are we now?” while the vision, mission, goals and objectives
will answer the question “Where do we want to go?”. A clear
understanding of the vision, mission, goal and objectives (VMGO) of the
municipality and the nutrition program will help make the planning process
for the nutrition program successful. The VMGO of the nutrition program
are the bases of policies and strategies, programs, projects, activities and
targets beneficiaries.
In addition, the overall objective of the nutrition program is to direct
attainment of the goal of the municipal development plan because it
translate the nutrition condition of the municipality into a workable program
and activities.
Based on the research process, the interviews showed that the
respondents had different perception on the nutrition planning process.
Seven (7) respondents pointed out that it should start with a meeting of
the MNC followed by workshops in an organized and systematic process
including operational guidelines. On the other hand, six (6) lamented that
59
they are not aware of any process nor attended a nutrition planning
workshop.
Specific results were described further on the nutrition planning
process by Ms. Norma G. Alidao, the Human Resource Management
Officer of Bakun:
I think a planning process is composed of series of
meetings where we will meet and suggest interventions that
will be inputted under the seven impact programs of the
nutrition program.
Ms. Casimiro also accounted that planning process for the nutrition
program should follow a process:
The process being taught during seminars should
also be followed. There must be a proper situational
analysis, so that we can know the real situation. Projects or
activities must be based on the objectives and targets set.
Dr. Macario also pointed the importance of proper situational
analysis in planning. He said during the one-on-one interview and focus
group discussion that:
Planning process starts with situational analysis.
Situational analysis should be proper because the
interventions are to be based on the analysis of the situation.
Planning process for the nutrition program should follow the
standard process where goals and objectives have to be set
after knowing the situation and projects and activities have to
be identified and prioritized.
Ms. Gabriel gave her opinion of the planning process if they are to
sit as a team and plan:
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My idea of a planning process is limited. When we will
sit as a team and plan, I will present the seven impact
programs under the nutrition program to the team. Then I will
gather the related plans of the different offices/agencies. I’m
used to the usual practice that we gather the prepared plans
of other offices implementing nutrition related projects and
find where they fit in the format or guide given to us. I am
aware that we can come up with new ideas or innovations
and this can even mean additional point for us. I think we
need technical experts to assist us if we are to really plan.
The description and requirements for a nutrition planning process
by the respondents showed that there is a need for a organized and
systematic process including factors for proper implementation. Results of
the one-on-one interview and focused group discussion revealed that the
MNC did never sit together for the purpose of planning for the MNAP.
Recognized as weakness of the MNC, the participants during the focus
group discussion concurred to come up with a structured planning process
especially in the formulation of the succeeding MNAPs, to wit: a) call for a
meeting; b) problem identification; c) set a common goal/objective;
d) identification of programs/projects/activities; e) prioritization of
programs/projects/ activities; f) consultation with stakeholders; g) final
review of the MNC plan; h) validation and endorsement of the plan by the
community; and i) submission for the approval of the MNAP by the
Municipal Council for adoption and implementation by all key players and
stakeholders.
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Based on the one-on-one interviews, all respondents stated that the
draft of the MNAP was prepared by the MNAO and presented during
meetings for comment or suggestions of the members. Ms. Gabriel herself
narrates that:
I gather the plans of the different offices implementing
nutrition related activities (Municipal Health Office, Municipal
Social Welfare and Development Office, Municipal
Agriculture Office and Department of Education – Bakun
District) and consolidate these plans, finding where they fit in
the guide sheet given to us for nutrition program evaluation. I
call for a meeting and present the draft MNAP to them for
comments or suggestions.
The Municipal Planning and Development Coordinator Engr.
Cornelio G. Colyong corroborated the statement of Ms. Gabriel in his
statement:
The plan is already prepared by the MNAO when
presented to the Municipal Nutrition Council meeting. When
presented, it is usually adopted unless the body has some
suggestions. However, the draft plan is usually approved as
presented. The instance I can remember, we do give
suggestions when nutrition month celebration is at hand and
we have to plan the specific activities. We only give
suggestions during the implementation stage, when we are
about to implement an activity.
Mr. Gonzalo gave a similar comment and gave instances when the
MNC gave suggestions.
The Municipal Nutrition Council usually adopts the
draft MNAP presented by the MNAO. We are not so aware
of the programs/projects/activities presented so we just
entrust the preparation to the MNAO. There are some
instances when we give suggestions but not during the
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presentation of the MNAP.. Usually, it is during presentation
of nutrition month activities. We suggest on the specific
activities. When there are negative comments from the
Provincial Nutrition Evaluation Committee, that’s one
instance that we give suggestions. But when it comes to a
planning process where the Municipal Nutrition Council sits
together for the purpose of planning, we are still to
experience it.
This was supported by the analysis on the minutes of MNC
meetings. As noted, MNC regular meeting last June shows that the MNC
gave suggestions on important activities especially in the conduct of the
nutrition month celebration on the month of July.
Furthermore, Ms. Laleo stated her opinion on the need for
concerned agencies and offices to plan together; she narrated that:
Concerned agencies and offices should be involved in
plan preparation. They should plan together to avoid
overlapping of projects, activities or beneficiaries. Instead,
there should be coordination of efforts and this can only
happen when we plan as a team and not like the current
practice that we do it on our own then the MNAO collects
them then consolidate them.
Ms. Carbonel gave a similar comment stating:
The Municipal Nutrition Council members should plan
together to focus on target programs, to really plan the target
activities for next year.
The MNC did never sit together to formally plan for the MNAP.
However, they know that planning is important and have ideas on how it
should be done. Integrating the data and ideas of the respondents, it is
envisioned to support the ideal planning nutrition program process. This
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includes identification of Strengths Weaknesses Opportunities and Threat
(SWOT) analysis; integration and consolidation of responses according to
problem concern, needs, resources, and people’s responsibilities and
involvement; validation, integration and prioritization; and collaboration
and complementation in a very participatory manner.
Plan Formulation and Development
It was viewed by the researcher that the nutrition plan should be
properly formulated to address and adhere to the overall municipal
development plan. Based on this, issues and concerns related to the
formulation and development of the nutrition program in the municipality
were identified.
During the research process, question was directed on the current
practice of plan preparation and all respondents answered negatively.
Reactions and responses showed that it was due to the fact that
respondents prepared the plan of their respective offices individually.
There was no integration and consolidation for a comprehensive program.
This is further reflected in the responses of some MNC members that they
are not aware of the lined-up activities under the MNAP or not even aware
of the objectives of the nutrition program.
It was only during the conduct of this study that the respondents felt
the need to really sit down together and align their respective plans with
64
the other stakeholders and other offices, whose responsibility is to support
the mandate on nutrition and attain the development goals of the
municipality. Respondents also mentioned the importance of conducting a
planning session as a team and the need to introduce innovations so that
the MNAP will be participatory in nature and well-coordinated. Through
the participatory approach, the projects and activities will be synchronized
towards the development goal of the municipality. Furthermore, the
respondents saw the need to involve other members of the MNC in the
planning process of the nutrition program.
The MNAO explained that the MNC should still plan so that they
can introduce new interventions or innovations in the plan. She further
explained:
Though the guide is given, we are not prohibited to
add. New interventions or innovations are plus factor to us
during evaluation and I know that these new interventions
can only come out when more people participate, when we
sit down as a team and plan
The participants during the focused group discussion enumerated
four resources they believed were necessary to conduct an effective
planning process: a) manpower which includes the technical skills and
commitment of planning participants, and involvement of stakeholders;
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b) materials which include the equipment and office supplies necessary to
facilitate planning activity; c) appropriate funds to defray expenses on
meals and snacks, honorariums/ incentives and reimbursements of actual
expenses; and d) proper timing to conduct planning process and formulate
the nutrition plan and program.
The Colorado State University Extension (2007) pointed out that
planning seldom follow steps as closely as you follow a recipe. But there
are certain activities that when accomplished will help ensure a successful
planning effort. To them, first and foremost is to really understand the
issues and problems you want to address; next is to form a team that will
represent the stakeholders; and lastly is for the planning team to start
developing the plan following steps they designed that will help them
consider all important considerations. They made it clear that the
important thing in planning is for the team to really consider the
importance of thoroughly analyzing the situation and to base their planning
on sound data.
McNamara (1997) stated that there are phases of planning that
should be customized by planners to meet their nature and needs and the
organization they are planning for. These processes or phases of
planning are : a) stating the mission; b) conducting environmental scan;
c) analyzing the situation; d) establishing goals; e) establishing strategies
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to reach goals; f) establishing objectives; g) associating responsibilities
and timelines with each objective; h) writing and communicating the plan
document; and i) acknowledging completion and celebrating success.
The respondents are not contented with the present set-up of
MNAP preparation. They want to sit together to plan as a team. There is
no standard step prescribed for nutrition program planning. There are
suggested steps but these can be customized to fit the nature and needs
of the organization the plan is being prepared for. The MNC could design
a planning process they are comfortable that leads to the attainment of the
desired output. The very important thing is to base the planning on sound
data, data generated through a careful analysis of the situation.
Purpose of Nutrition Program Planning
The respondents are all convinced that planning is important in the
preparation of the nutrition program. They have given related answers
when asked about the purpose of planning for the nutrition program. Dr.
Macario stated during his interview that planning is important because it is
at this stage that you can set your direction:
It is important to plan because during the planning
stage, you set your goal, your roadmap in attaining this goal,
your indicators to check if you are achieving your goal and
you can see how the program is running.
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Ms. Estrella C. Guzman, School Nurse and Dep-Ed Representative
in the MNC, said:
I believe that planning is important in designing the
projects and activities of a program. We have to plan so that
suggestions and comments will be entertained and the plan
has a chance to be improved. However, because I am not
fully aware of how planning is to be conducted, I am in favor
that there will be a format or a guide.
Hon. Baldas Ognaden, gave his opinion on why we need to plan for
the nutrition program:
We have to plan for the nutrition program so that we
could help the malnourished who cannot help themselves.
Ms. Laleo also mentioned that planning is necessary for the
nutrition program so that proper prioritization of projects and activities
would be done. She explained that:
All the barangays would say that they need the
service/s, but what are the priority areas. The resources for
the program are limited so these resources must be focused
on projects or activities that are really needed so that we
could achieve outcome for the program. It is in this point that
we really need to plan to prioritize the lined activities we
want to implement. In planning we really need data as basis
in whatever decision we make.
Furthermore, Ms. Alidao, she pointed out that one of the purposes
of planning is for human resource development:
The Municipal Nutrition Council should start to do the
planning process in the preparation of the MNAP. This is not
only to solicit participation among the members in the
preparation of the plan but for the members to be developed.
They will become aware of their functions as members of the
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Municipal Council and develop or enhance their planning
skills.
Ms. Laleo stated that the offices preparing their plan maybe
contended with how they come up with their planned projects and
activities, but there can still be improvement when more people are
involved. This is particularly true in the designing of strategies. To her,
cost of project implementation can be lessened if concerned
offices/agencies plan together. She further explained by giving an
example:
Cost effective strategies could be designed in the
conduct of outreach services to the different barangays. We
know that the barangays in the municipality are far and we
need to use vehicles to reach them. If activities of the
concerned offices are coordinated, they could go there as a
group instead of each office scheduling their trip. As a result,
vehicles to be used could be lessened and target
beneficiaries would only be disturbed at one time.
Feedback report dated April 12, 2007 of the Provincial Nutrition
Evaluation Team contained a recommendation for the MNC to plan
measures of interventions to address the overweight children. Compared
with previous feed back report dated May 4, 2006, the need for planning
as recommended is to target the nutritionally depressed barangays of the
municipality and to review the nutritional causal model to come up with
appropriate interventions.
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This was supported by the Colorado State University Extension
(2007) when planning is done to come up with good programs that are
properly developed and designed to help people learn and solve the
problems they are encountering. Programs that are properly planned
result in a more effective and result-focused effort to meet high priority
needs.
Time Frame for Nutrition Program Planning
Proper program planning is an essential element in the process.
Based on the result, the participants came up with a schedule whereby
planning the nutrition program should be done. The group agreed that
planning process for next year’s MNAP should be conducted during the
second quarter of the current year in time before the budgeting period and
must be followed the year after. This means that the MNAP for 2009
should have been prepared last second quarter.
The respondents want to change the schedule of MNAP
preparation because they are aware that annual investment planning is
conducted on the start of the third quarter of each year. They all agree that
the MNAP should be ready before the investment planning so that the
lined-up projects and activities under the MNAP will be included in the
investment plan of the municipality.
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Previously, preparations of MNAPs were usually on the last quarter
of the preceding year or during the first quarter of the current year of the
Plan. It is for the reason that the time targeted was the deadline of
submission of the MNAPs at the Provincial Nutrition Office which is on or
before the end of February of the year of the Plan. Ms. Casimiro
reiterated that planning for next year’s MNAP should be done on the
second quarter of the current year:
The MNAP should be ready before the budgeting
period, so it must be prepared by second quarter because
budgeting period starts on the third quarter. This is because
the budget proposal of the MNAO should be based on the
approved MNAP which is integrated in the Annual
Investment Plan of the municipality.
Ms. Guzman also expressed that the time frame in preparing the
MNAP should be:
Though I’m not aware of the months the MNAO
presents the MNAP draft, I think MNAP should be prepared
once the Municipal Nutrition Council was briefed on the
feedback report of the Provincial Nutrition Evaluation Team.
The MNAO should follow-up the feedback report because
they are usually issued late but the recommendations should
be inputted in the MNAP to be prepared.
Dr. Macario also stated that the MNC can already plan once the
annual report is already prepared.
The annual report provides the data needed for the
planning particularly in assessing the nutritional situation so
the Municipal Nutrition Council can already plan once the
annual report is prepared.
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On the contrary, Ms. Carbonel observed that MNAP preparation is
usually late because:
The MNAP is a consolidation of all the plans related
to nutrition of offices. It is not planned separately so it
doesn’t consider the budgeting period because the activities
are already included in the budget proposals of the offices
that really planned it.
The Updated Budgeting Operations Manual for Local Government
Units (2005) clearly stated that budgeting for succeeding year starts on
July of the current year. The MNAP should be ready before the start of the
budgeting period. However, it must be prepared before the preparation of
the Annual Investment Plan of the Local Government Unit because the
MNAP has to be part of the Annual Investment Plan.
On the other hand, the members of the MNC agreed to plan for the
MNAP of the succeeding year on the second quarter of the preceding year
such that it will be incorporated in the Annual Investment Plan of the
Municipality at the same time in compliance with the Updated Budgeting
Operations Manual for Local Government Units as noted during the FGD.
Prioritization of Nutrition Program, Projects and Activities
Since no formal planning was ever observed for the municipal
nutrition program, the respondents were not sure of the criteria used in the
prioritization of the projects and activities under the MNAP. Based on
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practice of the MNAO, there were no criteria used. Instead, she explained
the preparation of past MNAPs:
The “should be projects” are already given in the
evaluation guide sheet given by the nutrition monitoring
team. So what I did was to get the nutrition related plans of
respective offices and consolidate them finding where they fit
in the guide sheet. No criteria were used.
However, the respondents all agreed that there must be a basis in
determining the priority projects or activities especially so if the funding is
not enough for all the proposed projects and activities. This transpired
during the one-on-one interview where some respondents gave opinions
on the criteria to be used in prioritizing the projects and activities for the
MNAP. Ms Casimiro pointed out that:
Urgency must be considered. We based on the result
of Operation Timbang reported by the MNAO. We should
also see if proposed projects and activities are really
necessary in achieving the objectives of the nutrition
program.
Operation Timbang is the annual weighing activity of preschoolers
done by Barangay Nutrition Scholars (BNS) to identify and locate
malnourished children in their area of assignment. The BNS assigned in
the different barangays will submit their reports which are later on
consolidated by the MNAO to come up with the municipal report.
Ms. Guzman mentioned that people in need must be given priority
in planning for nutrition interventions:
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We already have the reports of the Barangay Nutrition
Scholars (BNS) and the findings or feedback reports from
evaluation team. These reports and findings will point to us
the people who need nutritional interventions.
Ms. Alidao stated a criterion she thought was necessary:
Nutrition program projects and activities should all be
based on need. It has to be based on the problem to be
solved. That is why we need representatives from the
stakeholders in the community because they are the ones
who really know the situation. Sometimes, some reports are
biased thus validation of reports is also necessary.
Dr. Macario also gave some considerations in prioritizing nutrition
projects and activities:
I consider the following as considerations: social
acceptability, accessibility of resources, cost-effectiveness
and degree of need. The planning team should still look for
other factors to consider. Based on a situational analysis,
you can see the problem. For me, good situational analysis
is very important.
Meanwhile, Ms. Carbonel compared nutrition interventions to a
medicine when she brought the idea of “first-aid first”:
Based on situational analysis, you will know the
problems. Now, interventions should be based on gravity of
the problems. Because we cannot address them all at the
same time, those who need it now or the soonest should be
given priority. Let’s apply the first-aid first scheme.
Respondents all agreed that there must be criteria used in
identifying projects and activities to be included in the MNAP. Though they
have not tried prioritizing projects and activities under the MNAP, they
have the following ideas about the criteria to be used: program activity -
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based on the result of Operation Timbang; users/beneficiaries - based on
the users/beneficiaries as identified in the feedback reports of evaluators;
need-based as identified by the program or activity users/beneficiaries;
and classification according to social acceptability, accessibility of
resources needed, cost-effectiveness, and degree of need.
After setting the overall objective of the nutrition program,
strategies, projects and activities can be identified to attain this objective.
However, scarcity of resources should be considered. In as much as the
MNC wants to introduce some interventions, the limited resources of the
LGU would not allow it. As such, the need to prioritize the nutrition projects
or activities must be done based on the identified or set of criteria.
The following criteria were identified and agreed during the focused
group discussion in prioritizing nutrition projects and activities, 1.) urgency
of the problem and needs of the people and community; 2.) availability of
resources during project implementation; and 3.) perceived impact or
outcome including scope and coverage during implementation.
Nutrition projects are interventions to answer certain needs while
the people in need are the expected beneficiaries. Laviolette and Mannar
(2008) suggested that nutrition interventions should address the
immediate, underlying and basic causes of malnutrition and these
interventions should be implemented at sufficient scales.
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Intal (1987) also suggested a related approach in our effort to
combat child malnutrition. She opined that prevention should be
considered rather than just concentrating on the treatment. She
recommended that mothers should be involved in learning how to prevent
malnutrition from recurring.
We need to prioritize projects and activities for the efficient and
effective utilization of scarce resources and to benefit the most number of
people. Nutrition program resources are limited so we better decide
wisely. Florencio (2004) mentioned that the reality of the presence of
malnutrition cases in a locality partly means that a lot is still to be done
and we have to do them better.
Participatory identification of nutrition intervention is also important
so that there is a greater chance of identifying interventions that are really
needed. Oliveros (2007) also mentioned that we should use local
decision-making and capabilities in defining the nature of interventions.
Funding provided by the LGU to support the municipal nutrition
program is limited. That is why projects and activities to be included in the
MNAP should be properly identified if they are to achieve the overall
objective of the plan. Appropriate criteria should be used in project
identification.
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Composition of Peoples Involved in Nutrition Program Planning
The MNAO is the only person involved in the preparation of the
MNAP since no formal planning process was ever conducted for the
preparation of previous MNAPs. Members from the different offices with
nutrition-related activities like the Municipal Agriculture Office, Municipal
Social Welfare and Development Office, Municipal Health Office, and Dep-
Ed Bakun District prepared their plans independently. The MNAO collects
and consolidates these plans as integral part of the MNAP. However,
because of this practice, it was noted that it was evident that the members
of the MNC of Bakun, Benguet as key players in the planning process of
the nutrition program are not directly involved for a unified municipal
nutrition program.
In addition, as key players, the Municipal Nutrition Council should
include among others representatives of stakeholders to ensure a
participatory planning process. Based on the identified composition of the
MNC, the participants further enumerated added membership such as
representatives from the barangay officials, the community/beneficiaries,
nutrition program implementers, Non-Government Organizations (NGOs)
and Peoples Organizations (POs) operating in the municipality and even
the local media.
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The result of the study further revealed that the MNC needs
additional members to represent the other groups considered to have a
stake in the nutrition program. The MNC should not be composed of
government employees only but should include stakeholders like
representatives from the private sector: Non Government Organization
operating in the area, Women’s Organization and BNS. The respondents
also believed that the Association of Barangay Councils President should
be included as one of the members for ease on coordination on nutrition
efforts in the different barangays.
Ms. Casimiro pointed the need for additional members:
There must be representatives from families affected
with malnutrition problem so that they can say their real
situation and can voice their concerns. This is if they want to
improve their situation. With regards to the other
stakeholders particularly the NGOs and POs, those who
care should be included as representatives in the Municipal
Nutrition Council.
Ms. Alidao also mentioned the need to include representatives of
associations or federations in the barangays:
The associations or federations in the barangays like
the women’s association or federation should have a
representative in the Municipal Nutrition Council because
they are the ones in the grassroots and they know the real
situation in their barangays.
Ms. Laleo also wanted the Barangay Councils and Sangguniang
Kabataan Federation to be represented in the MNC:
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The Association of Barangay Council (ABC) President
and the Sangguniang Kabataan (SKF) President should
become members of the Municipal Nutrition Councils
because they could help in advocating the nutrition program
in their barangays. The ABC President could be instrumental
in making the barangay Nutrition Councils functional. The
SKF President could also mobilize the youth in advocating
health and nutrition concerns so that they will not be
concentrating in sports activities.
The Municipal Local Government Operations Officer, Ms. Anabelle
Laron mentioned that nutrition is everybody’s concern. Stakeholders
should include the implementers and beneficiaries:
There should be a representative of the Barangay
Nutrition Scholars to the MNC. The Liga ng mga Barangay
President of the Municipality, who is the representative of the
Punong Barangays, should also be included in the MNC
because they are the implementers at the grassroots.
Representative from the women sector and indigenous
group should also be included as members of the council.
Ms. Gabriel is aware that there is a need to involve stakeholders in
the planning process of the nutrition program because they can help solve
the malnutrition problem in the municipality. However, she did not pursue
this because of the difficulty of calling during meetings stakeholders’
representatives that are non-LGU employees. She further explained the
ideal composition of the Municipal Nutrition Council:
In one reading material given to us on ideal
composition of the Municipal Nutrition Council, six to ten
members is okay as long as the following sectors were
represented: agriculture, social welfare, health, development
planning, education and NGO. I am planning to include a
representative from the Department of Agrarian Reform
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because they have nutrition related projects. I also tried to
convince the manager of the Bakun Indigenous Tribes
Organization to join the Municipal Nutrition Council but he
refused.
Participation of stakeholders also contributes to nutrition program
sustainability because skilled people in the community participate and
eventually carry out activities even after project completion. Also,
stakeholders’ involvement develops a sense of ownership over the
program which motivates them and sustains operations and interventions
introduced.
Gako (1996) emphasized that health and nutrition is every one’s
concern and the most effective way so that set goals will be achieved is to
partner with various stakeholders of the health and nutrition program. This
is so much so because no one could manage health and nutrition
programs alone.
People’s participation is one of the enabling needs that has to be
met for poverty alleviation or improving the quality of life of the Filipino
people according to Goco (1995). People’s participation is recognized by
the state as one of the minimum basic needs of the Filipino people that
have to be met if their lives are to improve.
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Key Players’ Involvement in the Nutrition Program
Planning Process
Planning process needs to be experienced by the key players of
the nutrition program, especially if their level of involvement is limited.
Their involvement is limited because they only approve during meetings
the MNAP prepared by the MNAO without even bothering to carefully
consider the contents. They were never involved in formally planning for
the MNAP. As revealed during the one-on-one interviews, they are not
fully aware of the objectives set in the plan.
The key players who are the participants during the focused group
discussion admitted that they only approve what is already prepared by
the MNAO. Hon. Baldas Ognaden, the SB Committee Chairman on Health
explained this during the one-on-one interview:
I did never join any planning process for the nutrition
program because I trust the MNAO and the other members
like the Municipal Health Officer that they know what is best.
I have no knowledge of whatever planning process so I
entrust the planning to them and I just take charge of the
funding for whatever nutrition program activities or projects
they will propose. We in the council are supportive of the
health and nutrition sector. What is important is that no
group or individuals will complain.
Furthermore, they have not followed the proper planning process
especially on the MNAP preparation. Admittedly, they act on what is
being confronted at the present and convening the planning team takes
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some time including the conduct of meeting for the final review of the
MNAP. Identification of problem and goal setting was done by the MNAO,
identification of projects and activities was done by the offices concerned
and prioritization of projects and activities was normally left to the MNAO.
Moreover, there were no consultations with stakeholders conducted
to prepare the plans of the individual offices. In so doing, the MNAO
consolidates the individual plans to come up with the MNAP.
The MNAP is simply a consolidation of plans of offices
implementing nutrition related projects and activities. The MNC has
missed the opportunity to review, discuss, and decide collectively on
actions to address the malnutrition problems in the municipality. On the
other hand, these must be done especially in the formulation of the MNAP
which at present were not done.
Dr. Macario stated his observation that it is easier to plan for the
municipal nutrition program:
A format is already given, even the “should be”
projects and activities. What we do is just to choose those
projects and activities we can fund and implement. We
cannot really start with our own.
This was also observed by Ms. Laron on the MNAP with a pro-
forma plan:
The MNAP is a “de-kahon” kind of plan. All you have
to do is to input entries therein. Since no consultation and
planning process conducted prior to its preparation, no
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intervention from the MNC is included. And all the rest is up
to the MNAO’s discretion and decision.
This was supported by Ms. Gabriel who gave a similar comment:
The projects and activities that should be included in
the MNAP is already given in the guide sheet for evaluation.
We cannot have our own format because the guide sheet is
the format they require us to submit and the basis for
evaluation. That’s why most of the projects and activities in
the MNAP are “lip-service” and Municipal Health Office
activities.
On the contrary, Mr. Gonzalo expressed his dissatisfaction with the
current practice in the organization of councils, boards and committees.
He explained that:
When we prepare at the Mayor’s Office the
administrative orders reorganizing or organizing committees,
boards and councils, we usually do them for compliance
sake. We do not review the compositions and just change
the officials or employees replaced. Like the other councils,
the Municipal Nutrition Council is not functional because
some if not majority of the members are not even aware of
their functions. They just attend meetings if it happens to fall
on a day they are around or not busy.
Committees, councils and boards were organized for specific
purposes. The functions of the persons composing these special bodies
were clearly specified in the administrative orders organizing them.
However, these purposes were often defeated because of the non-
functionality of these special bodies. Organized for compliance sake, the
jobs to be done were often left undone.
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Ms. Casimiro gave a similar observation during the one-on-one
interview:
I know that being a member of the Municipal Nutrition
Council, I have a role to play and responsibilities. But based
on my observation, members of the different councils are
almost the same individuals which are the heads of the
different offices and the municipal officials. So how can we
function well, sometimes we cannot even attend the
meetings because the schedules are usually on the days we
are often busy with our office works. The MNAO then has to
exert effort to keep the Municipal Nutrition Council moving.
With a full-time MNAO, other members of the MNC expect an
improvement in the performance of the nutrition program. But they also
tend to rely on the MNAO without doing their share. Ms Gabriel
commented on the difficulty to convene the MNC:
There were instances when I tried to convene a
meeting for a planning workshop. But when I observed that
the other members are busy, I just gather and consolidate
their plans, finding where the projects and activities fit in the
guide sheet. I am aware that it’s my responsibility to initiate
the core group of the Municipal Nutrition Council to do the
planning for the MNAP formulation.
The MNAO admitted that they did never plan as a team because
she did not push for it. She explained that because she observed that the
other members were busy and she had the time to collect the nutrition
related plans, she did not follow-up scheduled planning workshops.
Instead, she prepared the draft and presented it during meetings of the
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MNC for comments and or suggestions. However, draft plans were usually
approved without any corrections and suggestions.
On the contrary, the MNAO still needs to boost her confidence and
develop a strong leadership skill so that she could initiate the planning
process for the nutrition program. In relation to this, she needs to be
knowledgeable on the planning process, and be able to coordinate a
participatory planning process in order to come up with a participatory
formulated MNAP. Furthermore, she needs to advocate the nutrition
program within the MNC itself so that the members will appreciate the
importance of their roles. Though she is diligent in her job, she needs to
convince other members of the MNC in order to work as a team and
achieve the goal of the municipal nutrition program particularly the
malnutrition prevalence in the municipality which is still high.
On a different aspect, the MNC has placed the lead responsibility to
the MNAO. They relied on the MNAO’s capacity as the nutrition action
officer. However, they failed to review their functions as one of the key
players in the formulation of the MNAP.
Key players in the planning process of the nutrition program should
be aware that they are responsible to advocate the plan and it must be
properly implemented, regularly monitored and evaluated.
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The American Planning Association (2008) described planning as a
process where civic leaders and citizens play a meaningful role. It’s in the
planning process that they could design strategies to enrich people’s lives.
The planning process of the nutrition program is the opportune time for
members of the Municipal Nutrition Council to put into action their desire
to help the needy. They are the key players and can greatly contribute in
attaining the objectives of the nutrition program.
Yeager (2006) explained why we have to help the needy. He said
that when we help those in need improve their lives, we are actually
helping everyone because society is the ultimate winner in every
development undertaking. No effort done to help others would be wasted
but will even give a feeling of satisfaction because you are able to do your
job.
The United States Department of Agriculture (2008) cited planning
and accountability as very important in effective program management.
Plan formulation should undergo a sound planning process which
considers the actual scenarios and involved stakeholders.
Ketcham (2005) also mentioned the need for dedicated public
servants so that democracy could demonstrate its merits. For
development to really take place, democracy needs citizens who look
beyond their self interests and demonstrate concern for the common
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good. Democracy needs citizens who would choose to do what is right
regardless of the cost.
Influencing Factors in Nutrition Program Planning
The process conducted in the preparation of MNAP was affected by
several factors. The need of a formal planning was pursued because of
some factors respondents believe as attitudinal issues. Ms. Casimiro
explained:
We did never plan because we, as members of the
MNC lack commitment to our functions and even
responsibility. We greatly rely on the MNAO.
Ms. Laleo stated a similar view:
Lack of dedication and commitment were the factors
that have nurtured the bad practice in MNAP preparation.
MNC members do not set quality time for council meetings.
During meetings, some members appear to be in a hurry
and are not so mindful of the matters being discussed.
.
Ms. Carbonel mentioned lack of cooperation and involvement of
MNC members:
We in the MNC are often passive. We lack
cooperation and full involvement in performing our functions
as MNC members. We rely a lot on the MNAO.
During the one-on-one interview, respondents gave suggestions to
enable the MNC to plan. Ms. Casimiro suggested commitment on the part
of the MNC members:
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Commitment from all members of the Municipal
Nutrition Council is very important so that the council will
become functional. But the question of who will lead will
again come out. I think the municipal officials should lead
because they can influence others members. The Municipal
Nutrition Council should be exposed to the real situation so
that they will see the problem and realize the reason why we
are in that council.
Commitment and dedication were also mentioned by Ms.
Laleo:
The Municipal Nutrition Council should have time to
sit down and plan as a team. All members should be
dedicated and committed to their functions as member of the
council. Funding should not be a problem because we can
plan by making good of what is available. It is actually a
behavioral issue.
Ms. Alidao also elaborated the setting of a quality time for nutrition
program planning so that all members could attend:
Schedules set for planning or simply for regular
meetings are sometimes in conflict with our schedules. The
Municipal Nutrition Council should agree on a date to
conduct a planning workshop. Funding for meals and snacks
may be a consideration but it entails a minimal amount.
Though commitment is important, technical expertise in planning
particularly nutrition is pointed out by Ms. Gabriel:
In order to conduct a planning workshop for the
nutrition program, we need an expert in planning and
nutrition to help facilitate the planning activity. We need
funding for meals and snacks and more importantly
commitment from the Municipal Nutrition Council members.
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Mr. Gonzalo complemented that the need for planning and nutrition
experts to assist during the planning process for the nutrition program is
vital:
The MNAO should coordinate with the Municipal
Planning and Development Office for the conduct of the
planning activity for the nutrition program. Some of the
Municipal Nutrition Council members are not so involved in
planning activities thus we need technical guidance from
planning and nutrition experts.
Ms. Carbonel mentioned the need for MNC members to be oriented
on their functions in order to observe full cooperation. Also, members
need to understand this important function especially in the planning
process.
Team work is needed so that we can come up with an
MNAP. We can only do this if we are aware of our functions
as members of the Municipal Nutrition Council.
Municipal Officials who are members of the MNC should be
involved and be active because they play great roles in the success of the
nutrition program. Their presence and attendance is a motivating factor to
the other members of the council. Community support from other
stakeholders will be easily solicited when officials are actively
participating.
Macias (1996) made clear the need for political will among Local
Chief Executives. He pointed out that Local Chief Executives should
recognize that nutrition services are for everyone. Communities suffering
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from malnutrition should make nutrition and agriculture as priority agenda.
(Larson, 2007).
Dr. Macario mentioned the need for correct data during the
planning process:
Time, involvement and concentration on the part of
the Municipal Nutrition Council members are necessary so
that planning could be successful. But correct data must be
at hand and funding must be provided for the meals and
snacks during the planning.
All respondents mentioned the need for the MNAO to be more
active in initiating the planning process for the nutrition program. Mr.
Gonzalo stated that she must be the focal person but the other members
must do their functions.
The MNAO should do more “push” for scheduled
planning workshops to materialize. At least, she is a full-time
MNAO so she has more time to follow-up with the other
members.
As the main person of the local chief executive on nutrition matters,
so much trust was given to the MNAO by the other members of the MNC
including the responsibility delegated to her even if other members know
that she cannot handle the task because of limited experiences. Ms.
Carbonel mentioned this when she said that:
The MNAO needs support because she is like a
soldier sent without much training and arms. She still needs
to boost her confidence so that she can effectively do her
functions.
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Cater and Carr (2007) pointed out the importance of competency,
knowledge and skills of nutrition program managers in achieving the
objectives of nutrition program. This is necessary because program
management is a technical job.
Based on the factors identified, the following could be drawn to
enhance the planning process:
a) The MNC should improve their involvement in the planning
process of the nutrition program. The performance of the MNC is
dependent on their roles and responsibilities. In addition, their functions
should be enhanced in view of the overall role and mandate of the
National Nutrition Council (NNC). They play key roles in policy advocacy
and formulation for the nutrition program. In doing so, the nutrition
program advocacy requires active participation which will be observed
from all stakeholders.
b) Leadership skill of the MNC chairperson should also be
strengthened. Proper leadership results to teamwork, motivation and
accomplishment of desirable outputs. This must be supported by
confidence, technical expertise and even conceptual ability to set the tone
of the planning process and even other program development and
implementation activities.
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c) There is also a need for proper communication between and
among members to effectively perform roles and responsibilities. The
entrusted functions should also be observed for better performance in
planning or other program activities. In like manner, administrative orders
and directives related in the organization of the MNC should specify
clearly the functions of the individuals as members of the council including
the suggested additional members.
d) The Municipal Planning and Development Office (MPDO) should
be able to assist the MNC in facilitating and coordinating the conduct of
planning activities of the LGU. The MPDO should be aware of their roles
and responsibilities with regards to planning not only on nutrition programs
but the entire development program of the municipality.
On the other hand, the key to effective and efficient planning is the
result of the formulation of the MNAP. This could serve also as influencing
factor in planning because it guides the MNC to perform accordingly. At
this point, the process for effective nutrition program formulation should
include among others: a) call for a meeting; b) problem identification; c)
set a common goal; d) identification of programs/ projects/ activities; e)
prioritization of programs/projects/activities; f) consultation with
stakeholders; g) final review of the MNC plan; and h) submission of the
approved MNAP to the Municipal Council for adoption.
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Furthermore, the study revealed the characteristics required from
the MNC members in the MNAP formulation: a) commitment and
dedication; b) cooperative; c) active participant and relevant involvement;
d) time-oriented as member of the MNC; and e) team player.
Aside from the present composition of the MNC, the respondents
believed that the following stakeholders’ representatives should be
included: a) representative of beneficiaries; b) representative of women’s
association; c) Association of Barangay Council President; d)
Sangguniang Kabataan Federation President; and e) representatives of
NGOs and POs operating in the area.
Based on the above items, the involvement of key players in the
planning process determines the success or failure of desirable, attainable
and relevant plans and programs. As a result the output of planning for the
nutrition program must be responsive, viable, effective, and efficient in
support to the overall objective of the municipal nutrition program.
The conduct of a successful planning process with the involvement
of representatives of other stakeholders in the MNC composition will lead
to better stakeholders’ participation which is vital to sustainable programs.
Furthermore, the stakeholders are more knowledgeable on their
conditions, situations and needs and eventually are better decision
makers on interventions confronting them. Specifically, sense of
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ownership of the nutrition program, which is vital for its sustainability, can
be developed as stakeholders are involved in the planning process.
The result of the study revealed that the MNC did never sit together
and formally plan and MNAPs were just consolidation of plans of offices
implementing nutrition related projects and activities. There was no formal
or limited planning process done to define the preparation of the MNAP of
the municipality. Hence, the first hypothesis is accepted. To improve this
situation, the MNC should define and adopt a planning process which they
believe is appropriate and be implemented properly for the succeeding
formulation of MNAPs.
The study revealed the limited participation of the key players in
MNAP preparation because the MNAO is the only person involved in its
preparation. The other members simply approve the prepared MNAP
during meetings. Therefore, the second hypothesis is accepted. Although
this was observed, the MNC should be fully involved in the planning
process for the MNAP formulation so that they could come up with plans
and programs which contain unified actions and activities to address the
malnutrition problem in the municipality.
Since there is no formal or limited defined planning process, there
is no limit for planning activities. The third hypothesis is further accepted.
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Results of the study revealed that the resources used in the MNAP
preparation were minimal. The capability of the MNAO served only as the
resource involved in the MNAP preparation while the other MNC members
only approved it. The members of the MNC lack the requirements and
capability in planning. Nonetheless, the lack of leadership skill on the part
of the MNAO did not limit the formulation of the MNAP but led to the
orchestration to initiate a planning process. The fourth hypothesis is finally
accepted.
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary
This research was conducted to determine the planning process for
the formulation of a municipal nutrition program and the level of
involvement of the Municipal Nutrition Council members as key players in
the planning process. The one-on-one interviews, focused group
discussion and participant observation were the research methods used to
gather pertinent data for the study. Data collected were further integrated,
interpreted, and analyzed based on the objectives, themes and framework
of the study.
The salient findings of the study are the following:
1. The vision of the Municipality of Bakun states that “The people of
Bakun dreams of a Bakun community that is economically emancipated
politically liberated, environmentally safe and socially and spiritually awake
through common action, and provision of basic services and facilities.” In
order to attain such vision, the LGU’s mission is to provide adequate and
responsive services to enable their constituents to live in comfort, security
and prosperity through optimum and sustainable utilization of resources,
active peoples' participation and dedicated public service.
96
The goal of the investment and development plans prepared
annually by LGU-Bakun is to improve the quality of life of the people
through equitable access to basic services and facilities. The following are
its ten objectives: a) to improve/provide infrastructure developments, b) to
conserve and protect remaining forest stands, c) to improve/increase
revenue collection, d) to increase income of marginalized households
through ecologically sound technologies and livelihood trainings e) to
promote health and nutrition program, f) to further improve the delivery of
social services to the households, g) to promote eco-tourism industry in
the municipality h) to provide agricultural services and technical
assistance to farmers, i) to contribute in the attainment of a drug-free
municipality, and j) to promote ecological solid waste management among
all stakeholders.
The respondents believed that the localized vision of the 2005-2010
Philippine Plan of Action for Nutrition (PPAN) is the vision of the MNAP: “a
nutritionally improved municipality whose people are well nourished,
healthy, intelligent, and socially and economically productive with high
sense of human dignity”. It follows that the localized goal of the 2005-2010
PPAN is the goal of the Municipal Nutrition Action Plan (MNAP): “to
improve the quality of life of Bakun people through better nutrition,
improved health and increased productivity”. The general objective of the
97
2008 MNAP was to reduce malnutrition rate in the municipality by 5% at
the end of 2008. It specifically aimed to a) conduct IEC to
mothers/parents/caregivers of malnourished children; b) provide
continuous service for the prevention, control and treatment of
micronutrient deficiency among infants, preschool children, pregnant and
lactating women and high risk and sick children; and c) to conduct
supplementary feeding to preschoolers with weights below normal (low
and very low).
The respondents revealed that no formal planning was conducted
for the preparation of the MNAP. The MNAPs were prepared without
considering the development vision, mission, goals and objectives of the
LGU and the objectives of the MNAP were not advocated for inclusion in
the municipal development plan. Funding support for the nutrition program
of the municipality was allotted without due process of prioritization,
validation and approval by stakeholders even though there was the
consolidated MNAP. On the other hand, the MNAP is usually prepared
late for proper endorsement, review and approval.
The respondents are not aware of the vision and goal of the MNAP.
The Municipal Budget Officer, the Local Government Operations Officer
and the MNC members who are implementing nutrition-related projects
and activities are usually the only members knowledgeable about the main
98
objective of the MNAP. The MNAO is the only MNC member who is fully
aware of the objectives of the MNAP since she is the one consolidating
the municipal nutrition plan.
At this point, the respondents were not sure if the objectives set for
the MNAP were achieved. This led to some respondents to believe that no
proper monitoring strategies were in place to check if target outcomes of
interventions were accomplished.
On the other hand, knowing the objectives of the municipal nutrition
program is important because these serve as guide in the design and
preparation of interventions. They also believed that understanding the
nutrition planning process, the purpose of the MNC together with their
roles and responsibilities could contribute to the attainment of the overall
vision, mission, goals and objectives of the LGU.
2. It was believed that there were no formal planning processes
conducted for the preparation of past and current MNAPs. The MNAO
prepared a consolidated draft of the MNAP by consolidating the different
plans of offices implementing nutrition related activities, using the guide
sheet given by the Nutrition Evaluation Team. The drafts were presented
during MNC meeting and were usually approved without suggestions.
There were instances that the MNC gave suggestions but not on the
99
MNAP but on the lined-up activities particularly on the celebration of
nutrition month.
The respondents enumerated the following processes believed as
appropriate for the nutrition program, namely: a) call for a meeting, b)
problem identification, c) set a common goal, d) identification of programs/
projects/activities, e) prioritization of programs/projects/activities,
f) consultation and validation with stakeholders, g) final review of the MNC
plan, and h) submission of the approved MNAP to the Municipal Council
for adoption.
The following are the resources the respondents believed they
need in order to effectively and efficiently plan: a) manpower which
includes the technical skills and commitment of planning participants, and
involvement of stakeholders; b) materials which include the equipment
and office supplies necessary to facilitate planning discussions; c) funding
to defray expenses incurred during the planning process; and d) proper
timing and schedule to formulate the plan.
The respondents believed that formal planning is important for the
municipal nutrition program because it provides direction in the overall
implementation, monitoring and evaluation of the nutrition program.
Furthermore, they were convinced that planning provides an opportunity
100
for proper prioritization of activities and proper designing of strategies
necessary during implementation.
Moreover, they believed that the schedule of plan preparation was
very late and needs to reconcile with the annual investment planning and
also budgeting activities. This is usually observed on the last quarter of the
preceding year or during the first quarter of the year of the MNAPlan. The
deadline of submission of the MNAPs at the Provincial Nutrition Office is
on or before the end of February of the year of the MNAPlan. It was
suggested that the preparation of MNAP for succeeding year must be
done during the second quarter of the current year in time before the
budgeting period and for the plan to be incorporated in the Annual
Investment Plan of the Municipality.
In relation to project prioritization, the respondents believed that
there were no definite criteria used in the prioritization of projects and
activities in the MNAPs because these were consolidated plans of offices
implementing nutrition related projects and activities. It is therefore
suggested that the following criteria be used in prioritizing projects and
activities in the MNAP: 1.) urgency of the problem and needs of the people
and community; 2.) availability of resources during project implementation;
and 3.) perceived impact or outcome including scope and coverage during
implementation.
101
On the other hand, it was noted that there was no formal planning
process ever conducted. It was only the MNAO who was directly involved
in the preparation of the MNAP and the other MNC members simply
approves it.
In terms of MNC composition, the respondents were not contented
with the present composition and membership. They believed that
stakeholders should be adequately represented in the MNC because
stakeholders’ participation greatly contributes in program effectiveness,
efficiency, and sustainability. In this aspect, it was suggested that the
following will be included as members of the MNC particularly barangay
officials, the community/beneficiaries, nutrition program implementers,
Non-Government Organizations (NGOs) and Peoples Organizations
(POs) operating in the municipality to include the media group.
3. Involvement of MNC and key players in the formal planning was
limited. The MNC members simply approved the consolidated and
prepared draft by the MNAO. As practiced, it is the MNAO that solely
prepare the nutrition plan and so much trust was entrusted as to her
responsibility on the expected output.
On the other hand, there were no innovations introduced in the
preparation of the plan because of the usual practice of utilizing the pro-
102
forma nutrition plan provided by the provincial nutrition evaluation team
based on the guide sheet to come up with the MNAP.
In view of this, the respondents were not amenable to the present
set-up of municipal councils, boards, and committees who serve in the
post because of similar composition. They believed that this practice
contributed to the passive attitudes of majority of the members. Besides,
they have their regular functions to perform and meetings were usually
conducted on days they were often busy.
The respondents identified the following characteristics they must
or perceived to possess as members of the MNC in order to perform their
roles and responsibilities effectively, namely: committed and dedicated;
cooperative; active participant, time-oriented and output-oriented; and
team player.
4. The influencing factors in the planning process particularly in the
preparation of the MNAP are all dependent on the respondents’
responsibilities and the composition of the MNC. It was identified that the
lack of commitment on the part of the MNC members limits the effective
planning process including lack of quality time, lack of cooperation, and
limited involvement.
103
In order to plan effectively and efficiently, the respondents identified
the following factors: a) commitment and dedication of MNC members;
b) cooperation of MNC members; c) involvement of MNC members;
d) regular schedule of planning activity; e) teamwork among MNC
members; f) validity and appropriateness of data; and g) leadership which
is supported by proper motivation and guidance to lead the planning
process.
The respondents also mentioned the need for active and fully
involved Municipal Officials especially if they are MNC members. This will
not only contribute to the success of the planning process but to the
success of the nutrition program as a whole.
Other factors that could enhance the planning process are the
strengthening of the performance of the MNC of their roles in the nutrition
program; strengthening the leadership of the MNC; communicating the
roles and responsibilities of the MNC in planning; and performance of the
Municipal Planning and Development Office of their roles and
responsibilities in planning.
104
Conclusions
Based on the results and findings, the following conclusions are
drawn:
1. There is no formal and defined planning process in the
preparation of the nutrition program of Bakun, Benguet. It was during the
course of this study that the respondents realized the need to come up
with a planning process to be followed in MNAP preparation.
2. There is limited participation of key players in the planning of the
nutrition program of Bakun, Benguet. Stakeholders were not adequately
represented in the MNC, the key players in the planning of the municipal
nutrition program. More so, the only MNC member involved in the MNAP
preparation was the MNAO because no planning was ever conducted
purposively to prepare the MNAP. It was merely consolidation of nutrition-
related projects of different agencies which was packaged, presented and
submitted for approval and adoption and implementation.
3. Since there is no defined planning process for the preparation of
the MNAP, there is no limit set for the planning activities to be followed in
nutrition program planning.
4. The resources used in the planning process of the nutrition
program of Bakun, Benguet are minimal. It is minimal in terms of the
105
human resource involved and the time set for planning. The MNAO was
the only person involved in the preparation of the MNAP because the
other MNC members only approved what was prepared by the MNAO.
The MNC was not able to conduct a planning activity purposively to
prepare the MNAP because the MNAO did not encourage or motivate for
the planning activity and schedules for nutrition program planning were
usually set on days MNC members were often busy. Moreover, the MNAO
needs to boost her capabilities to perform all the duties and
responsibilities delegated to her.
Recommendations
In view of the findings and conclusions, the following
recommendations are presented for adoption:
1. The following participatory planning procedure advocated by the
National Nutrition Council for MNAP formulation is modified to be adopted
and implemented:
a. Organize a Municipal Nutrition Action Team (MNAT), composed
of senior representatives of the different offices with nutrition related
programs which will serve as technical working group separate from the
106
Municipal Nutrition Council that sets directions and policies on nutrition
development initiatives.
b. Identify roles and responsibilities to nutrition planning and other
community development initiatives such as education, action, capability
building and institutionalization activities that encourage positive changes
for growth and development of the community.
c. Plan the plan for the MNAP:
c.1. Conduct Strength Weaknesses Opportunities and Threat
(SWOT) analysis.
c.2. Conduct of visioning exercise to set the formulation of vision,
mission, goals and objectives.
c.3. Conduct of action planning and prioritization of strategies and
programs that will be validated by stakeholders and key players for
acceptance and approval prior to implementation.
c.4. Plan implementation in a more participatory manner.
c.5. Encourage participatory monitoring and evaluation.
2. MNAP preparation should be synchronized with the preparation
of the municipal annual investment plan, development plan and budget
107
preparation because all funded programs, projects and activities could
emanate from the investment plan of the municipality.
3. The Chairperson of the MNC should lead the Council. He should
encourage the council to work collectively to formulate, implement,
coordinate, monitor and evaluate the Municipal Nutrition Action Plan.
4. Other stakeholders should be represented in the Municipal
Nutrition Council to include among others the following:
a. Association of Barangay Council (ABC) representative for easier
coordination of nutrition interventions at the barangays.
b. Women’s Federation representative because of the vulnerability
issue when it comes to grassroots development and health and nutrition
condition of the barangays or their communities.
c. Bakun Indigenous Tribes Organization (BITO) for better
complementation of nutrition efforts because of localized partnership and
governance efforts.
d. Non Government Organization (NGO) operating in the
municipality with nutrition related programs for better complementation
and collaboration.
108
5. There should be a continuing capacity building activities to
enhance the effective and efficient management of the nutrition program.
The following capacity building activities are recommended:
a. Community Planning Process
b. Participatory Monitoring and Evaluation
c. Project Proposal Preparation
d. Project Evaluation and Assessment
6. The participatory planning process framework presented below is
advocated to guide the MNC in planning for the formulation of the MNAP
and other development related programs of the municipality:
109
Situation analysis and
Vision, mission, goals,
problem identification
objectives, targets
WHERE DO WE
WHERE ARE WE
NOW?
WANT TO GO?
e.g. community resource
e.g. action planning,
scoping, visioning,
analysis
validation
PARTICIPATORY
APPROACH
Participatory Monitoring
Strategies,
and evaluation
programs/projects,
implementing
ARE WE GETTING
mechanisms, plan
THERE?
approval and budget
allocation
e.g. development
indicators and criteria
HOW DO WE GET
THERE?
Preparation and
development of the Plan
Approved plan for
IMPLEMENTATION
Figure 3: Participatory planning process framework for the formulation of
the MNAP (Talawa and Aquino, 2008)
110
Based on the figure above all activities should be participatory in
nature with the active involvement of key players and stakeholders during
the planning process of specific development aspect. Specifically, in
assessing “where we are”, the conduct of situational analysis and problem
identification be done especially where the people are; analysis of the
community, its resources and management should be done through
collaborative, critical and complementing participatory approach.
With regards to future directions and plans, determining “where we
want to go” must include visioning, scoping, and action planning activities
for relevant plans. This should be supported by proper and participatory
people and community activity on the validation of strategies and
acceptance and approval of programs.
Overall the end result of participatory planning will lead people and
communities to have a dynamic, relevant, appropriate, systematic and
organized nutrition program including the design, preparation and
implementing of strategies, programs, and projects.
In addition, the people and the community involved in the nutrition
program should be actively involved and participate in monitoring and
evaluation for better and appropriate feedback and or improvement and
preparations of innovations and interventions in community nutrition
111
especially for women and children, youths, elderly and pregnant and
lactating mothers.
Finally, the research concludes that people and their communities
are the important resource in any activity. At the start of any activity,
encourage participatory planning as a very important component in the
development of community development plans and programs because it
provides strategic direction in attaining set goals and objectives.
Participatory planning process formulates, systematizes and organizes
unified courses of action with proper strategies and mechanisms that
consciously determine achievement of the vision, mission, goals, and
objectives set over a period of time given the effective and efficient
utilization of limited resources.
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Republic of the Philippines
BENGUET STATE UNIVERSITY
La Trinidad, Benguet
August 29, 2008
HON. MARCELO B. CONTADA
Municipal Mayor
Bakun, Benguet
Dear Sir:
Greetings!
The undersigned is conducting a research entitled “Keyplayers’
Involvement in the Planning Process of the Nutrition Program of Bakun,
Benguet” in partial fulfillment of the requirements of her studies in masteral
degree in Community Development, Benguet State University, La
Trinidad, Benguet. The result of the study will serve as a guide to assess
the planning process for the nutrition program of Bakun, Benguet.
In this regard, may I respectfully request your Office that I be
allowed to conduct one-on-one interview and one setting focused group
discussion with the members of the Municipal Nutrition Council of the
municipality.
I look forward for your favorable action on this matter.
Very truly yours,
ELIZABETH M. TALAWA
Researcher
Republic of the Philippines
BENGUET STATE UNIVERSITY
La Trinidad, Benguet
August 29, 2008
____________________
____________________
____________________
Dear Respondent:
Greetings!
The undersigned is currently employed with the Municipal
Government of Bakun, and is conducting a research entitled “Keyplayers’
Involvement in the Planning Process of the Nutrition Program of Bakun,
Benguet” in partial fulfillment of the requirements of her studies in masteral
degree in Community Development, Benguet State University, La
Trinidad, Benguet. The result of the study will serve as a guide to assess
the planning process for the nutrition program of Bakun, Benguet.
Being one of the keyplayers in the planning process of the nutrition
program, your views and observations as to your involvement are being
solicited. I will be coordinating with the Municipal Mayor’s Office as to the
scheduling of a one-on-one interview with you and a focused group
discussion with all the members of the Municipal Nutrition Council.
Thank you very much and I anticipate your attention and
cooperation.
Very truly yours,
ELIZABETH M. TALAWA
Researcher
117
Appendix A
PROFILE OF RESPONDENTS
NAME OF
AGE
POSITION/DESIGNATION IN THE
RESPONDENTS
MUNICIPAL NUTRITION COUNCIL
Mr. Paterno C. Gonzalo
43 Private
Secretary
II/
Acting Chairperson
Hon. Victor T. Bag-ayan
66
Municipal Vice Mayor/Co-
Chairperson
Hon. Baldas L. Ognaden
58
Municipal Councilor/Member
Engr. Cornelio G. Colyong
48
Municipal Planning & Development
Coordinator/Member
Ms. Sonia L. Casimiro
49
Municipal Budget Officer/Member
Dr. Simon P. Macario, Jr.
38
Municipal Health Officer/Member
Ms. Gloria B. Donglal
57
Local Revenue Collection Officer I –
In-Charge of Office/Member
Ms. Anabelle B. Laron
33
Local Government Operations
Officer II/Member
Ms. Leticia C. Laleo
53
Social Welfare Officer III/Member
Ms. Norma G. Alidao
40
Human Resource Management
Officer II/Member
Ms. Estrella C. Guzman
42
School Nurse/Member
Ms. Louisa L. Carbonel
50
Agricultural Technologist/Member
Ms. Hilaria B. Gabriel
44
Clerk II-MNAO Designate/Member
118
Appendix B
INTERVIEW GUIDE QUESTIONS
A. Basic Questions
1. How is the planning process for the nutrition program conducted
in the municipality?
2. Who are involved in the municipal nutrition program planning
process?
3. When is the municipal nutrition program planning process
conducted?
4.
How do you prioritize nutrition programs, projects and
activities?
5. What are the resources needed in planning for the nutrition
program?
6. Are the objectives of the nutrition program achieved?
B. Follow-up Questions
1. What is your perception of the planning process for the municipal
nutrition program?
2. What is the purpose of planning for the municipal nutrition
program?
3. Do you think the present composition of the MNC is sufficient?
4. Who are supposed to be included in the present composition of
the Municipal Nutrition Council if it is not sufficient?
5. Are stakeholders well represented in the Municipal Nutrition
Council?
6. Who are the stakeholders in the municipal nutrition program?
7. Is the time frame for Municipal Nutrition Action Plan (MNAP)
preparation synchronized with the municipal development plan
and budget preparation?
8. Why do you need to change the schedule of MNAP preparation?
9. Are there criteria used in prioritizing nutrition programs, projects
and activities?
10. Are you aware of the objectives of the municipal nutrition
program?
119
11. What is the importance of knowing the objectives of the
municipal nutrition program in planning for the MNAP?
12. What are the factors that hindered the conduct of planning for
the MNAP?
13. What are the factors you believe should be considered so that
you can pursue a planning activity for the MNAP?
120
Appendix C
Letter of Request to Conduct Interviews and Focused Group Discussion
121
Appendix D
Letter to Respondents
Document Outline
- Key Players� Involvement in thePlanning Process of the Nutrition Program of Bakun, Benguet
- BIBLIOGRAPHY
- ABSTRACT
- TABLE OF CONTENTS
- INTRODUCTION
- REVIEW OF LITERATURE
- METHODOLOGY
- RESULTS AND DISCUSSIONS
- SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
- LITERATURE CITED