UICC World Cancer Congress 2006

The Philippines is faced with a major challenge of slowing down the escalating prevalence of chronic non-communicable diseases. Currently, cardiovascular diseases, cancers, chronic obstructive pulmonary diseases and diabetes mellitus account for almost half of deaths in the country. A recent survey also showed that 90% of Filipinos has either one or more of the following risk factors: physical inactivity, smoking, hypertension, obesity, hypercholesterolemia and diabetes.

In the early 1980s, the increasing trend in NCD prevalence has already been noted, and in response the Philippine Government set up the Non-Communicable Disease Control Service within the Department of Health to develop programs that can address the problem. By mid 1990s, vertical programs for the prevention and control of cardiovascular diseases and cancers were fully implemented nationwide and various public information and advocacy campaigns focusing on major risk factors were mounted.

In the year 2000, a demonstration project was established to develop an integrated community based model of preventing and controlling NCDs, more consistent with the devolved system of health service delivery. Packaged as the promotion of healthy lifestyle it focused on three common major risk factors: tobacco use, unhealthy diet and nutrition, and physical inactivity. Currently, this model is now being introduced nationwide.

One of the strengths of the NCD prevention and control efforts in the Philippines was the strong commitment of a wide network of stakeholders. Collaborative work was manifested every now and then in various advocacy activities and guidelines developments. However, it was noted that the effect of the work was short lived and lacks congruence and continuity.

Soon it was realized that a more formal relationship among the wide network of stakeholders should be established since all are working towards the same objectives. A formal alliance should be able to provide a more coherent, synchronized, well coordinated action towards the achievement of the same goals and objectives.

A series of processes was put into motion to bring about the formal organization of a national coalition, the Philippine Coalition for the Prevention and Control of NCDs composed of various medical specialty organizations and societies, professional organizations, non-government organizations, government agencies, academe. Eventually, a Memorandum of Understanding was signed where each member understands that by agreeing to be part of the Coalition it will contribute to the programs and activities approved by the Coalition Council in consonance with its mandate, while maintaining its own independent programs and avoid open conflict with similar actions of the Coalition. The activities that will be undertaken will be linked to achieving the agreed core Key Performance Indicators.

Some of the factors that facilitated the process of coalition building were availability of quality data which provided the information, common goals and objectives, new knowledge on the concept of integrated NCD prevention and control, positive experiences in various short lived collaborative efforts that showed much can be done when done together, meager resources necessitated networking and pooling of resources, credible and valued leadership of the health department, and the cultural trait of the bayanihan spirit (spirit of communal unity or effort to achieve a particular objective) among Filipinos.

The Coalition is only two years old, but there were lessons learned from its existence in the last two years. One, the need to clearly indicate a plan of action where each of the member organization can work on and positively contribute to was very essential in keeping the coalition intact. Two, the need to regularly reach out to all members and involve them in various activities was imperative. Three, since membership is by organization, there was a need to ensure that permanent representatives are specified to provide for continuity of action and decisions. Four, the need to set up a mechanism for proper dissemination and coordination of activities was a priority consideration.

The Coalition has a ten year timeframe, enough time to show substantial achievements in the Key Performance Indicators. It is hoped that by that time, it is still intact and very much alive, fuelled by active localized coalitions reaching down to the grass root level.