Executive Profile — Board of Trustees

Professional Summary

Dr. Anthony Faraon is Deputy Executive Director of Zuellig Family Foundation, a foundation focused on improving health conditions in rural communities by providing training programs for local government health leaders to strengthen health leadership and improve governance. He is also presently chair of the Health Committee of the League of Corporate Foundations. He was formerly Project Lead of Tulay Sa Kalusugan: Palawan Access to Medicines Project, a collaborative work between the Department of Health (DOH), local government units in Palawan, multinational pharmaceutical companies, and the Bill and Melinda Gates Foundation. Dr. Faraon served as short-term consultant of the Ateneo School of Government for two projects with the DOH on the Development of the National Objectives of Health and write-up of Health Policy Notes. He was also a part-time assistant professor at the New Era University College of Medicine handling Community Health and Family Medicine. His portfolio showcases authorship and co-authorship of a number of papers within the field of public health, ranging from published and unpublished work to ongoing projects. Dr. Faraon earned his doctor of medicine degree from the University of Santo Tomas Faculty of Medicine and Surgery, and his Masters of Public Health from the Institute of Community and Family Health of the Dr. Fe del Mundo Medical Center. He finished the Management Development Program of the Asian Institute of Management. He then earned his Masters in Public Management from the Ateneo de Manila University School of Government. His interests are in the lines of health and governance, health policy, health systems management, community health, developmental work and access to healthcare and medicines.

Strategic Plan of Action

1. Reach out to members by:
   • Understand their needs (regular survey/feedback/SGDs, etc)
   • Increase promotion and communication of PSPHP events and activities
   • Enhance web-based / online / social media channels to be more interactive
   • Develop and maintain programs to connect and engage members
   • Special attention on developing activities to reach members from the regions /provinces / GIDAs
2. Improve benefits for membership:
   • Evaluate existing benefits to see what should be retained, what can be adjusted, and what should be removed
   • Create a directory of members (database) that can be shared online (subject to consent)
   • Benchmark from other organizations possible benefits that can be given to members (scholarships, discounts, etc)
3. Make the society’s organizational capacity optimal by maximizing available resources:
   • Enhance recruitment and retention of member
   • Recruit and recognize volunteers (allied health, students, etc)
   • Increase the participation of the Board of Trustees (make it a “working” board i.e. more involved in activities)
4. Expand the Collaboration / partnerships with various stakeholders i.e. NGAs, LGUs, CSOs, POs, academe, professional orgs, etc:
   • Formalize partnership and better define roles
   • Continue to build mutually beneficial relationships
   • Co-host and support events
5. Strengthen existing policies and processes and develop new ones
6. Increase resource mobilization:
   • Establish and publicize clear fundraising goals for the society
   • Strengthen the Association’s financial position – balanced finances
   • Develop resource mob plan