PDC Broadens its Internal Pool of Innovation Facilitators 

As the nation finally moves towards life after the pandemic, the PSP-InnoLab sets measures to ensure that the DAP responds to new demands and challenges facing the nation. In anticipation of disruptive changes, especially in the new way of doing things, the Facilitators’ Course on Innovating the Public Sector was conducted for 14 members of the Productivity and Development Center (PDC).

This activity marks the first step in producing new facilitators who will aid the DAP in spreading the innovation culture in the government. On March 21-25, 2022, the team underwent an in-depth workshop on the Co-Creation Innovation Process (CCIP) as an ideation tool for addressing various issues and conceptualizing innovation projects. Furthermore, the participants were immersed in the new workshop designs and given a glimpse of the various online tools and practices pertinent to executing the new modules of PSP-InnoLab. Aside from the concepts, tools, and the CCIP process, coaching on Miro, Zoom management, Canva, and other online productivity tools, was introduced to capacitate the participants with new techniques and mindsets.

The workshop is only the starting point of the participants’ journey to becoming bonafide innovation facilitators. Aside from the practice facilitation conducted after the activity, the attendees will be invited to sit in actual activities of the PSP-InnoLab to hone their skills further. Hand-holding and shadowing techniques will be done to ensure that they become efficient, effective, and confident facilitators in no time.

The PSP-Innolab is set to spread its wings outside the PDC. It aims to capacitate more innovation facilitators as it sets out to extend the said endeavor to other DAP centers in the year’s second and third quarters.The Facilitators’ Course is also a public offering of the PSP-InnoLab. If you wish to know more about the program, please email pspinnolab@dap.edu.ph. — Mariel R. Mañibo

(Filipino voters casting their ballots on the 2016 Philippine National Elections. Photo: The Philippine Star)

The Philippines will have its general elections this May 2022, along with other governments such as South Korea, India and Germany. Elections, or the process of selecting leaders to represent the interests of its citizens in policy-making and public administration, are a central institution in democratic governments. A truly democratic election’s end goal is to establish a representative government which focuses on the protection and promotion of its citizens’ rights, interest, and welfare.

Elections and public sector productivity

(Vote counting machines being used in the 2016 Philippine National Elections. Photo: The Philippine Star)

The administration of elections can be considered as a public service catering to its citizen’s right to vote. Thus, like other public services, it is a fruitful exercise to periodically re-evaluate its efficiency and effectiveness, as well as explore ways to improve it — much more in a service so crucial to good governance, and consequently, to a productive public sector.

This article presents different practices in the conduct of government elections, in an attempt to stimulate re-evaluation and a possible re-thinking of our current election-related practices.

A Framework for Evaluating Productivity

Before we present different electoral practices, it would be beneficial to start with a definition of productivity, as well as a framework which will guide us in our exploration.

Productivity is usually explained in the context of organizations producing a product or a service paid for by clients; technically, it is the rate of outputs per unit of input. Putting it in the context of the public sector, it is efficiently using public resources (i.e. tax paid by citizens) in producing quality outputs (i.e. policies and public services). Public sector productivity is about doing more with less, producing quality outputs, restoring public trust, and fostering good governance.

Productivity can be broken down into these components: Input, Process, Output, and Outcome. Analyzing productivity boils down to looking at each of these components, in relation to how they all contribute to the whole process.

In the case of administration of elections, a lot of factors are to be considered. The government uses public funds (input) to provide electoral services to its citizens (process) in order to have a set of newly elected officials, or sometimes, a public decision on a policy (output).  The desired outcomes of elections could be an increased trust in the government, more representative policies, leading to better citizen participation, a more competitive business environment, and an over-all better performing economy — the list goes on. It is fair to say that there is a strong relation between the efficiency of the election process and the increase of public trust in the government and its institutions. In this article, we would try to explore the electoral process by looking at different practices classified under 4 different themes: voter registration, scheduling of voting date, accessibility of polling stations, and means of voting. For the purposes of this article, we will be dealing with the relation of these elements to an output indicator: voter turnout. While voter turnout is not an all-encompassing indicator to determine the efficiency and effectiveness of the electoral process, it can serve as a proxy measure.

Here are some election-related practices around the world:

Voter Registration. Citizens are compulsory to vote in 22 countries in order to increase voter turnout. Non-voters are penalized in some countries such as in Australia and Singapore. In Australia, non-voters are notified by the government through email, text message, and snail mail seeking an explanation for non-participation in the election. If non-voters have no valid reason, they will be fined $20 for first time offense while $50 for succeeding offense. Also, the government can suspend the driver’s license of non-voters who did not respond to the notice or did not pay the fine. In Singapore, non-voters are removed from the certified register of electors of the electoral divisions in their area but their names can be restored by submitting an application to the registration officer with valid reasons for not voting, such as working overseas (including being on a business trip), studying overseas, living with their spouse overseas; overseas vacation; and illness or delivering a baby. A penalty of $50 will be imposed to non-voters if no valid reasons were presented. Nowadays, governments in some countries such as Italy, Norway, Romania, South Korea, Switzerland, Belgium, and Sweden linked voter registration with their national database (e.g. civil registry) hence, eliminating the need to register for the elections. In South Korea, the list of voters is linked with the national ID database which is updated periodically while qualified citizens registered in the public census are automatically eligible to vote in Norway.

(Voting booths in Sacramento, California on March 5, 2018. Photo: Justin Sullivan/Getty)

Other countries such as Canada and France initiated multiple options for registration to make it easier and more convenient for their citizens. In Canada, citizens can opt to register online or on the election day itself. In France, citizens can register in person at their local town hall, through mail, online, or by sending a third party to deliver their application to their town halls. Before election day, countries like Norway, Germany, and Belgium send election details to their citizens to prevent unnecessary hassle in the precincts. In Norway, they receive a notification card stating the election time, date, and the location of their polling station. In Switzerland, voting papers, including polling card or voter identification card will be mailed at least three weeks before election day.

(Voting documents of Switzerland arrives by mail. Photo: Thunabrain)

Scheduling of voting date.  The schedule of the election also affects voter turnout. In countries like Australia, Belgium, Brazil, France, Germany, and Peru, elections are held on weekends so that working people have time to vote. Advanced voting is usually conducted for absentee voting – voters who are away from the area (e.g. employment) or are confined to institutions through illness or disability; but in some countries just like Estonia, Canada, Sweden, and Norway, advanced voting is applicable for all citizens. Norway is considered as the country with the longest advanced voting period which takes place for maximum of six weeks before the actual election day. The municipalities receive the advanced votes and they decide on the location and dates of election. In the case of Estonia, 7-10 days before election day, at least one polling place in every country center is open where citizens can vote regardless of their voting district of residence; all polling stations are then opened 4-6 days before the election. In Canada, advanced polls are held every 10th to the 7th day before the election day; in Sweden, citizens can vote in advanced at any voting location, 18 days before the elections.

(Polling place in Australia on its Election day. Photo: Andrew O’Connor)

(Porters carry Voter Verifiable Paper Audit Trail (VVPAT) machines and Electronic Voting Machines (EVM) through Buxa tiger reserve forest to a remote polling station, in Alipurduar district in the eastern state of West Bengal, India, April 10, 2019. Photo: Reuters/Rupak De Chowdhuri) 

Accessibility of polling station. The accessibility of the polling station can affect the turnout of voters as well. India is considered to have the world’s biggest election, hence, the government mapped out the location of polling stations to make it accessible for the citizens living in far-flung areas such as those located in the forests and mountains. According to the Election Commission of India guidelines, a polling station must be less than 2km from a voter. In the case of Australia, citizens can vote at any polling place in their home state or territory while citizens in another state or territory can vote in their interstate voting centers.

Means of voting. Many countries already shifted from paper voting to electronic voting because of its efficiency. There are different types of electronic voting: Optical Ballot Scanning Machine (Philippines), Direct-Recording Electronic Voting Machine (India and Venezuela), and Internet Voting (Estonia).

(e-Voting in Estonia. Photo: Liu Wei/Xinhua Press/Corbis)

One type of electronic voting is optical ballot scanning that reads and scans marked ballot papers. The voting machine releases ballot receipt after reading the voters ballot which serves as their tangible record. In addition, it can also store voting data through memory card or upload the data then, connect through internet access. The Philippines started to use this type in 2010. Another type is the direct-recording electronic voting machines that records votes through computer hardware such as buttons and touch screen output. The machine produces a tabulation of the voting data stored in a removable memory component and/or as printed copy. One of its advantages is that it can be used as advanced voting device in polling stations.

(Direct-recording electronic voting machine Brazil in the 2005 Referendum. Photo: José Cruz – Agencia Brasil)

The last type of electronic voting is internet voting, considered as more radical departure from tradition methods, refers to the use of the Internet to cast and transmit the vote. It can take various forms depending on whether it is used in uncontrolled environments such as remote internet voting, polling site internet voting, or kiosk voting. With remote internet voting, neither the client machines nor the physical environment are under the control of election officials. Voters can cast their vote anywhere (at home, at the workplace, at public Internet terminals etc.). This type of e-voting has an advantages such as reduced costs and greater convenience, cutting the time spent for voting ritual, increased political participation and turnout, and opportunities for innovation. However, it also has downsides such as security risks, digital divide, insufficient transparency, unsecured built systems, and insecure software downloads. In 2005, Estonia became the first country in the world to adopt internet voting. The i-Voting system allows citizens to vote at their convenience because the ballot can be cast anywhere with internet connection. The system only takes 3 minutes and brings votes from all over the world. It is being used only during advanced voting, from the 10th until the 4th day before election day. The system allows re-vote or repeated voting but only the last vote cast will count. Some countries employ several voting processes in order to accommodate all its citizens and increase voter turnout. In Canada, one can vote through paper voting, mail voting, mobile voting for seniors and persons with physical disabilities, and voting at home with the presence of an election officer and a witness for special cases. In Australia, citizens can vote through paper voting at any polling place in their home state (inter-state voting), electronic voting machine, mobile voting for sick people in hospitals, nursing homes, prisons and remote areas, and telephone voting for people who are blind or having low vision. In Belgium, aside from voting in person and by post, some citizens can vote by proxy where citizens can appoint someone to vote on their behalf. Citizens who have illness, business reasons, residents on holiday outside Belgium, students involved in examinations, those with religious convictions, and prisoners are qualified to use the said process to vote.

Citizen-centered Elections. By eliminating the usual roadblocks such as limited access to a specified voting precinct, limited availability of time to vote, limitations on mobility due to physical disabilities and restrictions, these election-related practices aim to increase voter turnout by making the elections more citizen-centric.

However, as the table above would show, a particular practice does not guarantee a high voter turnout rate. While Australia and Belgium may have benefited from its mandatory voting policy, Netherlands, which does not implement the same rule also have a high voter turnout. The top countries in voter turnout rate do not use electronic means of voting either. It is important to bear in mind that each country has its own context, and what works in another may not work in another.

Investing in Democratic Institutions. Aside from electoral participation rate, some of the other issues to be considered are the extent by which citizens actually feel that their vote counts, as well as their confidence in the integrity of the election results. While it is a good aim to make the whole process more convenient for the citizens, governments also need to work in strengthening its institutions. It all boils down to one thing: public trust.

(Swedish Polling Station. Photo: CC BY Härnösands kommun/Newsdes)

Falun, a city in Sweden, works on increasing its citizen’s trust in public institutions by encouraging active citizenship. Swedish government works year-round to engage its citizens to make them know and use their rights, not just during election season. For example, they have developed a Democracy passport – with the size and shape of a national passport, it describes all the political powers of its citizens and all the forums where they have the right to weigh in, at the city, state, country, and European level. Other programs such as opening a Democracy center, which is a free space for democratic education and dialogue, as well as having a full-time Democracy Navigator to assist individuals and groups to make their voices heard, all help send a message to the citizens: that they are not just consumers of programs but are direct participants in the community. This sense of being involved has generated significant trust in their public institutions; thus, when election season comes, citizens have an active awareness to participate. We could learn a thing or two from this Swedish city by not only working on the efficiency and convenience of the electoral process, but by investing more in democratic infrastructure. And perhaps that’s the feature that sets the electoral process apart from all other public services – unless trust is the bedrock, that’s the only time when productivity will matter. And when productivity sprouts, trust becomes a by-product. The cycle goes on.

Government offices present citizen-centered improvement initiatives during DAP-hosted forum

On 7 December 2021, the Development Academy of the Philippines (DAP), as the Center of Excellence on Public Sector Productivity (COE-PSP), conducted a Sharing Session for participants from its Designing Citizen-Centered Public Service Improvements (DCCPSI) program from 2020 and 2021. The agencies who presented their projects during the event were the Department of Health (DOH), the Department of Tourism (DOT), the Department of Social Welfare and Development (DSWD), the Philippine Rice Research Institute (PhilRice), the Philippine Drug Enforcement Agency (PDEA), the Technical Education and Skills Development Authority (TESDA), the Bureau of Internal Revenue (BIR), and the Department of the Interior and Local Government (DILG).

The DCCPSI program assists government agencies in developing means for their services to address their clients’ needs and expectations and result in greater organizational productivity. It uses innovation methods and techniques to identify issues affecting service delivery and prepare proposed concepts for implementation. Despite the diversity in scope and mission among the participating agencies, the presented initiatives had similar strategies in working towards citizen-centered public service improvements. They mostly relied on technology-based improvements such as digitalizing processes and introducing online functionality in order to provide citizens with faster and more convenient transactions.

Technology as a driver for improving services

Many of the participating agencies found that technology has become the key driver for improving public services. Eloida Flores of DOH shared that this could be seen in the new process for accrediting health facilities implemented by the Health Facilities and Services Regulatory Bureau. This project uses communications technology to facilitate pre- and post-inspection coordination as well as conference calling tools as an alternative to walking through a facility.  Their test runs using this new approach resulted in the inspection of 500 facilities and monitoring of 104 facilities. These results meant that the project led to improved compliance with the Ease of Doing Business and Efficient Government Service Delivery Act of 2018. The Bureau was also able to significantly reduce their backlog, reach their quota for the number of facilities to be monitored, and create venues for fast communication via a variety of mobile apps.

Charmane Dalisay of DOT shared a similar story, as their team created a system for accreditation of tourism enterprises where clients could submit their requirements online while also enabling employees to process these requirements online, along with other features for both clients and employees. The DOT launched this project last September 2021 and have since been able to register 14,287 accounts registered, receive 6,908 applications, and process 4,720 of applications received. Of these applications, 2,188 were still being processed and only 229 were disapproved. Public reception for the project has been excellent, with a reported average satisfaction rating of 100% based on a client satisfaction survey they conducted from January through September of 2021.

Citizens’ Convenience at Heart

Although technology has been the driver for many of the projects, citizens’ convenience has remained the goal above all else. Ivan Limjap of DSWD shared their plan to make the issuance of clearance for minors traveling abroad fully available online, which would reduce the need for face-to-face interaction and eliminate waiting time for applicants.

Their project is being developed in coordination with the Department of Science and Technology Advanced Science and Technology Institute (DOST-ASTI), and Bizooku, a private computer software developer. And even if it has not been fully implemented yet and is still in testing, it shows great promise for improving citizens’ convenience, having already received positive feedback from clients. Another example was shared by Ida Miape of TESDA, who discussed the Program Registration Certification Office’s planned online tracking of applications for registration of TVET programs. While this has not yet been implemented, the project will lessen the need for face-to-face customer interaction while making them easier and faster.

Janette Cruz of BIR presented another similar project, an online system that facilitates the end-to-end process of registering new corporations. With this new system, applicants will only have to take three steps to register as a corporate taxpayer, with the whole process only taking about half an hour to complete. Once the project is implemented, it will elevate taxpayers’ registration experience which should hopefully lead to an improvement in the country’s tax compliance. It would also completely remove the need for time-consuming face-to-face interaction with taxpayers, transforming a problematic process that has been problematic yet necessary into one that is convenient for both citizens and BIR staff.

Change Management Speed Bumps

Despite the great potential these improvements can bring, there are still some hurdles to implementing them. Lucita Dela Peña of DILG encountered several challenges with one of their projects aimed at reducing the processing time for authorizing local government units’ purchases of motor vehicles. They changed their plan from focusing on policy changes to automating the process after initially consulting their stakeholders. But as of the sharing session, their team was still setting up meetings with regional focal persons to present their project and gather recommendations. In this case, they are demonstrating that there are still many people that must be involved before a change is made, and the reliance on technology for this change also presents as a major factor in this process. 

Another example is evident from the sharing of Chona Suner-Narvadez of the PhilRice Business Development Division. Their e-Punla Rice Seed Information Systems project digitalizes and automates operations related to selling seeds such as fulfilling forms, conducting surveys, providing information to buyers, monitoring inventory, and many more.  They started beta testing their project with their current buyers’ last planting season. Through this project, they eliminated the need for seed growers and rice farmers to manually input their details through the use of QR codes, creating a database which facilitated the verification of their seed growers and ultimately removed the need for physical masterlists. However, some clients needed assistance using the kiosks because they were not as familiar with touch screen technology. In this case, the challenge came from people’s adoption of new technology rather than problems with the organization or its internal processes. 

Niña Deniña from the PDEA Compliance Service Division also encountered challenges in implementing their  Regulatory Compliance System, which is designed to allow medical practitioners to electronically submit their applications for various PDEA services and enable employees to process these applications. Currently, the project still needs a final system check before testing it with their internal and external stakeholders and eventually launching it. The system’s launch may also be delayed because of unstable internet connection. In this case, the challenge is with limitations to the available technology and technological infrastructure, particularly internet connection speed and reliability.

The progress displayed by the participating agencies show emerging patterns in the delivery of citizen-centered services in the country. Technological enhancements are at the forefront of most service improvements, and these are focused primarily on the convenience and user experience of citizens. Many of the projects aim to reduce processing times and the necessity of face-to-face interactions. However, it seems that there are many challenges to implementing changes in the way agencies operate, specifically with implementing technology-based improvements: limitations of pre-existing technology, reliability of partnerships, and administrative delays. Despite these speed bumps, the reports of the sharing session’s attendees showed that there is great promise in the drive to introduce more and better citizen-centered improvements in the government as well as in the significant steps that their agencies have already taken since their participation in the DCCPSI program.

The Development Academy of the Philippines (DAP), as the Center of Excellence on Public Sector Productivity designated by the Asian Productivity Organization (APO), held a multi-country training program to develop public sector specialists from 6 to 10 December 2021. With the Philippines as the hosting country, 43 representatives from APO member countries learned concepts, issues, challenges, tools, frameworks, and strategies related to public sector productivity (PSP) improvement.

Throughout the course, the participants listened to various presentations from Dr. Brian Marson, Dr. Shin Kim, Ms. Maria Rosario A. Ablan, and Mr. Arnel Abanto on PSP measurement, performance management, leadership, change management, citizen-centered services, and organizational productivity. There were also group discussions on case studies and exercises on the tools provided to practice what they learned throughout the program.

The course is the first step towards certification as public sector productivity specialists. After their training, the participants are tasked with developing action plans to raise the productivity of their respective agencies using the tools and skills they have gained.

Building the foundation for understanding PSP

Dr. Kim of the Korea Institute of Public Administration discussed first the role of the public sector and global trends in improving productivity. He explained that the role of the public sector in economic development is crucial, and thus a careful strategy is required to promote the social and economic well-being of the people through efficient and effective public sector management. He also discussed the evolution of public administration and provided different case examples to support transforming government. 

Dr. Marson of the Institute for Citizen-Centered Service discussed the importance of leadership in achieving key results focused on the 3Ps: purpose, people, and performance. He also showed how the organizing principle around which public service delivery is designed and planned can be conceptualized through identifying and addressing the citizens’ needs. Dr. Marson recommended that responsive government services can be implemented through listening to citizens, meeting their needs, and providing efficient, honest, and integrated service delivery.  “To improve citizen satisfaction scores, we need to actively listen to the people we serve,” he told the trainees.

Regulatory reform is also crucial in improving productivity. Dr. Kim defined regulatory reform as changes that enhance the performance, cost-effectiveness, or legal quality of regulations. He explained that while the public perception around regulatory reform focuses on deregulation, it should also include reregulation, smart regulation, and regulatory management. Comprehensive reform is thus recommended over a piecemeal approach, provided that governments must first identify objectives and weigh its options before any reform is implemented.

Dr. Kim then discussed result-oriented performance management, particularly as it is used in South Korea to improve organizational, sectoral and national productivity. He also showed how e-government can improve the efficiency, effectiveness, transparency, and accountability of governments while bringing forth new concepts of citizenship, both in terms of needs and responsibilities, by engaging, enabling and empowering citizens. Governments can use the UN’s E-Government Survey to assess their performance and develop policies and strategies.

Improving organizational productivity was then classified by Ms. Ablan into four approaches: doing more with less,  doing more with the same, doing much more with more, doing the same with less, and doing less with much less. Government units that face productivity issues can diagnose and solve them through the Plan-Do-Check-Act Cycle,  but for productivity improvement projects to be successful and long-standing, they have to manage political, technical, and behavioral conditions. Ms. Ablan also recommended striving for continuous improvement and innovation to ensure continued productivity.

Operationalizing productivity improvement

To open the session on the development of productivity improvement plans, Dr. Marson discussed models, frameworks, and thematic approaches that are the focus of the management excellence agenda in APO member countries. He also discussed steps to improve overall organizational performance using the CAF (Common Assessment Framework) Model, which uses self-assessment to generate and prioritize possible improvement plans, and the APO Business Excellence Model. 

Mr. Abanto followed with a presentation on measuring public sector productivity, discussing key considerations in estimating public sector productivity such as the level of analysis, the availability and quality of data, the information needs of the user of productivity information, and the productivity measurement framework being used. He also explained how to calculate public sector productivity indexes to prepare participants for a breakout session that would allow them to try their hands at productivity measurement. 

On the last day of the training, local presenters from the Philippines shared their best practices and experiences to illustrate the concepts and approaches at work. Mr. Joel Mendoza, of the City Government of Ormoc, Leyte shared the city’s improvement and intervention for better service through the in-house development of systems for business and franchising permits that enable small enterprises to easily process their permits. Ms. Marizza Grande, of the Philippine Statistics Authority, also shared the agency’s improvement with the Decentralized Copy Annotation Process (DeCAP) project, which provides seamless processing of documents at regional centers. 

GQMP Kicks-Off with 13 Beneficiary Agencies for 2022

The goal of realizing meaningful results in Quality Management System (QMS) sets forth revitalized efforts of the GQMP as it integrates new tools, new offerings, and new approaches in the delivery of services to beneficiary agencies. This year, the GQMP incorporates other concepts such as Improving Service Quality, QMS harmonization and strengthening QMS-Risk Management Capability in the roster of its technical assistance packages.

Starting off with 13 beneficiary agencies (BAs), the program aims to enrich the landscape of government service, especially in enhancing the social fabric of the public institutions through effecting improvement in public sector performance. It will ensure the consistency of products and services with quality processes that can be achieved through an effective QMS. Thus, this year’s BAs will be presented with various assistance packages in establishing and enriching their QMS.

Five agencies will receive assistance on the establishment of QMS Certifiable to ISO 9001:2015 Standard, namely: Department of Human Settlements and Urban Development, Department of Agriculture, Anti-Red Tape Authority, Southern Philippines Development Authority, and Department of Transportation. In a clustered approach, the same assistance in QMS establishment will be given to the following: NGA cluster – National Council for Children’s Television, Film Development Council of the Philippines, and National Book Development Board: and SUC Cluster – Marikina Polytechnic College and Sulu State College.

The National Library, on the other hand, will be extended assistance on strengthening QMS-Risk Management Capability; the Insurance Commission, on Improvement of Service quality; and, the Department of Education, on the Harmonization of its separate certification into a national QSM.

The abovementioned efforts are just initial steps in the quest for excellence in 2022. A second call for beneficiary agencies is underway. For inquiries please email gqmpo@dap.edu.ph

The Development Academy of the Philippines (DAP) successfully held its webinar series on Futures Thinking last 8-9 November 2021. The online lecture is part of the second season of Public Sector Productivity Webisodes, an initiative to raise awareness of public sector organizations on relevant productivity and innovation topics. Dr. Alan Cajes, vice president of the DAP Corporate Concerns Center, was the resource person for the two-day series.

Cajes presented the concepts and principles of futures thinking during the first day of the webinar series.

The first day of the webinar was mainly an overview of futures thinking and its related concepts. Cajes defined futures thinking as the use of divergent and creative thinking in creating multiple scenarios about what might happen to one’s organization given the critical uncertainties or drivers of change today. He explained further, “we can view futures thinking as a kind of wind tunnel to ensure that our respective organizations will survive and complete their respective missions, despite the uncertainties of the future. This process boosts our immune system as a civilization. It increases our inner capacity to deal with risk, uncertainties, and other drivers of change. It makes us more prepared and ready.”

Cajes quotes Cascio to describe futures thinking as “an immune system for civilization.”

Change can be seen as a threat, but it can also be advantageous if one learns to adapt faster. Futures thinking makes this possible, even considering the increasingly volatile, uncertain, complex, and ambiguous (VUCA) world—the prices of commodities fluctuate, global competition in the market becomes tighter, and many other variables take place with no precedents. There is also the additional challenge presented by other kinds of drivers of change, such as wildcards and black swans. The former refers to low probability events and developments that can affect the future significantly, for instance, the past world wars and the ongoing pandemic, while the latter refers to events that are not on the radar or are unlikely to occur and can only be identified after it has happened, for example, the emergence of personal computers and the 9/11 attack. Other factors, such as individual biases, blind spots, and finite resources and capacities, also contribute to the difficulty of futures thinking.

Cajes then went on to discuss the typical responses people have to future uncertainty, which may include denial, oversimplification, linear thinking, false confidence, and paralysis by analysis. Futures thinking would allow leaders to avoid these pitfalls and equip them with a more strategic response to uncertainty.

Past successes show the value in employing methods such as scenario development to deal with uncertainty, as seen for instance in a study conducted by DAP and the University of the Philippines during the mid-1970s, which probed the future of the Philippines over a 30-year time horizon. In the said study, scenarios were defined as perspectives of the future, to be used for defining potential actions in the present. As Dr. Onofre Cruz, founding president of DAP, said in the report, “if we can identify many possible futures, and reduce this to probable futures, then we can select our preferred futures.”

Cajes maintained that planning a range of futures by coming up with multiple scenarios is key to avoiding traps of prediction. Scenarios help make sense of the complexity of today’s reality, where critical uncertainties are more pronounced and disruptive than ever. By analyzing observable trends, events, and driving forces, those who practice futures thinking can then play out and choose multiple futures or scenarios.

Four types of futures are imagined in the scenario development process. First are possible futures, the widest range of possible future scenarios. Narrowing down the possibilities, there are plausible futures, which refer to scenarios that could happen given the bounds of uncertainty, and probable futures, which refer to scenarios that are likely to occur. Lastly, the preferred future, which is the ideal future state, is the type of future that is based on the aspirations of a certain individual or organization.

Cajes also elaborated three principles that must be considered in the scenario planning process. First is outside-in thinking, which entails looking at one’s organizational processes and operations from the perspective of the stakeholders, in particular, the citizens. He emphasized that, in scenario planning, it is important that decisions are made based on the customers’ needs, requirements,  and expectations. Another principle is to embrace diverse perspectives. A healthy planning process can be attained when people value the perspective of one other, even ones that are contrary to one’s own. He added that having participants with diverse perspectives when embarking on scenario planning would also substantially contribute to ensuring a rich discussion and exchange of ideas. Finally, participants in the process ought to take a long view as scenario planning is designed for planning about ten to twenty years’ horizon.

Cajes discussed three principles of Scenario Planning.


On the second day of the series, Cajes’ presentation delved deeper into the process of strategic foresight using scenario development. Here, he outlined seven steps in depth.

Adopting a process akin to problem solving, the first step is to state the strategic challenge or the adaptive types of problems an organization faces which require complex solutions that are dependent on an uncertain future. The strategic challenge serves as the basis for the framing question which, given a set time horizon, defines the scope and limitation of the scenarios. The next step is to identify the driving forces, which refer to the factors that drive a possible result, impact, or outcome of critical uncertainty. Examples of this include infectious diseases, environmental risks, weapons of mass destruction, and livelihood crises, among others. These critical uncertainties, or those driving forces that are considered highly important to the strategic challenge of the organization yet highly uncertain in terms of how they might unfold in the future, serve as the basis for constructing the scenarios. Other factors such as predetermined elements (i.e. demographic information, occupation of people, the location, the migration patterns, their age, the increase in population, among other things) and wildcards are also determined in this step.

After all the important information has been gathered, the third step is to construct a quadrant of the building blocks, consisting of the critical uncertainties, predetermined elements, and other secondary elements, arranged by their level of potential impact and uncertainty. This step is then followed by the creation of a matrix scenario with vertical and horizontal lines representing critical uncertainties and quadrants for each of the four types of futures to be identified.

Once through with the scenario framework, the participants may now proceed to storytelling. Cajes underlined how powerful the role a story can play in the scenario development process. As he put it, “[stories] can affect us because they can be so powerful and so clear and, therefore, vivid and they can move us into thinking about possible solutions in order to prevent them from happening.”

Moreover, the final steps are to determine the implications and options in terms of key activities and robust strategies and, from these, name the indicators and signposts to be tracked along the way.

To better explain the relevance and application of scenario development in the public sector, Cajes illustrated a matrix of hypothetical future scenarios for a provincial local government unit (PLGU). In his example, the critical uncertainties that he identified were about their adaptive capacity and their stability in terms of global, regional, and national economic performance. The image below shows the given scenarios A, B, C, and D, which represent the preferred, ideal, business-as-usual, and better-than-current scenarios, respectively.

Cajes shows a hypothetical scenario matrix for a provincial local government unit.

Towards the end of the lecture, Cajes laid down the main difference between the scenario planning process and the traditional planning approach. Overall, the traditional planning approach zeroes in on the partial reality, while the scenario planning process takes on a wider lens in analyzing the dynamic VUCA reality. The former assumes that the future is simple and certain, while the latter views the future as having multiple dimensions and a high level of uncertainty. Scenario planning, thus, entails active and creative imagination of the future.

Furthermore, what lies ahead may be unclear yet but one thing for certain is that one can do his or her part in preparing for future challenges. Strategic foresight may hence prove to be one vital gear to ensuring that organizations, especially the public sector, can thrive in this VUCA world.


Follow us on Facebook and subscribe to our newsletter to get updates on our future webinars.

Screen capture of the program’s panelists

Trust is one of the foundations upon which the legitimacy of public institutions is built and is crucial for maintaining social cohesion. Lack of trust compromises the willingness of citizens to respond to public policies and contribute to sustainable economic recovery from COVID-19. And in the fifth installment of the World Bank’s Disruptive Debates, conducted last 29 September 2021 via Zoom, the question of citizens’ trust in general and its possible effects on government productivity were raised in the discussions on the theme of the Future of Government.

To begin with the discussion, Raj Kumar, President & Editor-in-Chief of Devex elaborated that trust has been the frequent issue arising during the Disruptive Debate series and to retort that issue, panelists will address that during the forum discussion.


How will the citizen’s trust in the government be affected?

A screen capture of all the speakers and the host in the middle of a discussion


Aidan Eyakuze, Executive Director of Twaweza East Africa, a civil society group, shared that governments should respond to two fundamental questions that are always being asked by their citizens. The first asks whether governments have the best interest of their constituents at heart—“does the government really care about me, or are they more interested in staying in power?” The second inquiries into the capacity of the government to deliver services that benefit their citizens—“does the government have the competence to make good on your good intentions?”

Eyakuze also shared other considerations previously raised by Tim Besley of the London School of Economics and Political Science, particularly that there are three capacity components. First is fiscal capacity, which pertains to the ability to raise the necessary resources. Second is legal capacity, which is simply the legal ability to perform. He then framed the third not as a concept but as a question: “do you have the ability to provide citizens with what they need and when they need them?”

Discussing how distrust can lead to corruption, Michael Muthukrishna, an Associate Professor of Economic Psychology and STICERD Developmental Economics Group  Affiliate at London School of Economics identified the role of the dynamics of smaller social units in feeding back into even greater distrust for government. He shared that when trust in the national government fails, that’s when citizens fall back on family, friends, ethnic groups, religious communities, and even local government. This tendency results in the necessity of relying on trading favours with friends and family, effectively creating a kind of vicious loop from which a corrupt society emerges.

Jamie Boyd, National Digital Government Leader and Partner of Deloitte Canada, then shared how trust is reinforced by making citizens aware of what the government is doing. She mentions that trust has changed in the internet age and with it the context for government serving the people has as well. Trust can be cultivated through digital services and it can even be a facilitator of access to government services. For instance, Canadians can use video calls or FaceTime with government officials to validate their identity. Even in such a mediated interaction, the presence of a human element can reinforce citizens’ trust—that there is an actual person behind the management of citizens’ data, and that, ultimately, the government exists to serve people. She also points out that the digital age we are living in has brought us an unprecedented suite of tools for providing trustworthy services while maintaining transparency and accountability from the government.


How can the government rebuild citizens’ trust?

Screen capture of poll results from webinar attendees


Results from a poll conducted during the forum showed that most of the attendees trust their local government more than their national and regional governments. When asked how trust in the national government could be rebuilt, most respondents cited the need to deliver quality services. 

In response to the poll results, Sonia Cooper, a member of the Ipswich City Council in Queensland, Australia, shared that it is not surprising that citizens trust their local governments more as citizens’ engagements with the government are often through the initiatives of their local government rather than any other body of government. Local government activities tend to be more stable and easier to sustain because citizens tend to trust people they know and interact with regularly, and local government has control over citizen interaction in a way that the national government does not.

The Development Academy of the Philippines (DAP) played a major role in the recently concluded Seminar-Workshop on Automated Government Service Management System for the Regulatory Agencies under the Department of Agriculture.

The five-day event, which kicked off on 8 November 2021, was held at The Bayleaf Cavite and was simultaneously broadcasted online via Webex. The workshop aimed to help the regulatory offices under the Department of Agriculture (DA) to streamline and harmonize government processes, procedures and requirements through digitalization and automation.

DAP President and CEO Atty. Engelbert C. Caronan, Jr., along with other distinguished officials of the bureaucracy, delivered their respective Welcome Messages during the kick-off event. President Caronan, in his message, expressed his warmest support to this very important undertaking of the DA as it embarks on capacitating DA personnel with new ideas, concepts, studies, and best practices to modernize the current agricultural services. He highlighted the need to be more creative and to think out-of-the-box in order for our lives and livelihoods to survive as we move to the “new normal.”  Moving forward, he encouraged the participants to have the mindset of constantly improving in order to make things more efficient for the organization and become more responsive to the needs of our fellow citizens. He expressed his belief that mainstreaming innovations and regulatory reform initiatives largely depend on the manner by which regulatory bodies steer the direction of their regulated entities to adopt smart approaches in operations and policies that underpin these regulations.

DAP President Caronan delivered a Welcome Message during the Opening Program

As one of the main speakers, DAP Vice-President Arnel D. Abanto  shared the results of the Philippine Council for Agriculture and Fisheries or PCAF-commissioned study on the “Review of Laws and Regulations to Enhance Policy Environment Towards Agriculture and Fisheries Modernization.” Prior to his presentation, he commended the DA management for gathering the whole agency to review its existing operations and policy issuances. He stressed the need to remove the burdensome regulations and requirements, including the existing flaws, inefficiencies, and “red tape” as the DA embarks on automation.

VP Abanto also highlighted that the results of the study as well as the ongoing study on the Full-blown Assessment on the Agriculture and Fisheries Modernization Act (AFMA) are good reference materials of the DA as it moves towards its goal of being “OneDA” in its quest for streamlining and service process improvement. It is high time that the DA management considers the recommendations of these studies.

The DA acknowledged this as the event host referred to the said studies, along with other DAP publications on “Enhancing Regulatory Management in the Agriculture and Fisheries Sector: A Benchmarking Study” as the “bible” or reference of the DA regulatory agencies in their regulatory streamlining initiatives to improve the delivery of service processes and ultimately promote economic growth for the agriculture sector. 

Vice-President Arnel D. Abanto presents the results of a DAP study before the OneDA family | Development Academy of the Philippines

The five-day DA event is in support of the Republic Act 11032 or an Act Promoting Ease of Doing Business and Efficient Delivery of Government Services. The workshop was attended by more than 200 participants from OneDA family comprised of DA-Central regulatory offices, regional field offices, bureaus and attached agencies and corporations via in-person and virtual modalities. The workshop was concluded on 12 November 2021 as the DA launched its first-ever Digital Agriculture Command Center.

This article was originally posted at http://pdc.dap.edu.ph/index.php/dap-supports-da-initiative-to-streamline-and-improve-its-regulatory-service-processes/

A person accomplishing the survey questionnaire about the impact of the COVID-19 pandemic on MSMEs in Asia


Micro, Small, and Medium Enterprises (MSMEs) in India have been a major contributor to the socio-economic development of their country, contributing 18.5% to its 2019 to 2020 Gross Domestic Product (GDP). The sector has also contributed immensely to entrepreneurship development, especially in the semi-urban and rural areas of India. However, the global pandemic has affected every sector in the world indiscriminately, albeit in varying degrees, and MSMEs have proven to be more vulnerable to income and asset losses than larger firms.

To better understand and address this issue, India’s National Productivity Council (NPC), in association with the Asian Development Bank Institute (ADBI), decided to conduct an online survey to look into the pandemic’s size, aspects, incidence, and how it has impacted MSMEs in India, Bangladesh, Pakistan, Indonesia, the Lao PDR, Mongolia, Vietnam, and Malaysia. They combined elements of qualitative and quantitative research approaches in their study design to ascertain the level of sectoral distress at the peak of the nationwide lockdown in May 2020. The results were concerning, as they showed that production levels fell from an average of 75% capacity to just 13%, firms retained only 44% of their workforce, and 69% of firms reported an inability to survive longer than three months. 

The study had some notable findings on the state of MSMEs since the onset of the COVID-19 pandemic. First, they found out that MSMEs in developing Asian countries experienced considerably reduced employment and sales revenues in the first few months after the outbreak. The reduction in employment was, of course, more severe for the employment of non-permanent employees, but the employment of permanent or regular employees was also significant. Although there are considerable differences among countries, one-fourth to one-half of the sample MSMEs experienced a temporary close down during this period and one-third to two-thirds were facing a cash shortage at the time of the survey. Thus, the impacts of the pandemic on employment and the sustainability of business were quite severe.

Figure 1: Percentage of Firms that Reduced the number of Permanent Employees after the Outbreak of the Pandemic
Figure 2: Percentage of Firms that Reduced the Number of Temporary Employees after the Outbreak of the Pandemic

Second, some enterprises were earning from online sales before the pandemic, many of them were either 1) young firms, 2) export-oriented firms, 3) even firms facing a cash shortage, and 4) those who have already been using online sales. Moreover, these firms are also planning to increase their utilization of online sales amid the pandemic. 

Figure 3: Percentage of Firms that Reduced Sales in the First Half of 2020 in a Year-to-Year Comparison (Data Are Available Only for the Six Countries)
Figure 4: Percentage of Firms that Experienced a Cash Shortage and Temporary Exit

Third, the share of online sales has a nonlinear relationship with employment. As the share increases until it reaches about 40% of the total sales, its relationship with employment is negative, suggesting that the use of online sales displaces labor input. Fourth, MSMEs tend to prefer tax payment deferral, tax rate reduction, and loan repayment deferral to many other possible forms of government support for MSMEs, even though considerable differences exist among countries and among firms regarding which type of support they prefer

Figure 5: Percentage of Firms that Expected Negative Growth in the 2020 Annual Sales


The lessons presented by these findings are of significant use to the public sector as well. The difficulties faced by MSMEs, as seen in the study’s overall findings of sectoral distress across the board during the height of the pandemic, should be taken into consideration by the public sector in its development of interventions to drive recovery from COVID-19. Especially concerning is the widespread layoffs among MSMEs, which could have widespread ramifications that the public sector will have to address.

As the Philippines makes the transition to digital government, a delegation of senior public sector officials participated in the Individual-country Observational Study Mission (IOSM) on 18 to 19 October 2021 via Zoom. The delegates learned about digital innovation in Taiwan through the initiatives of the New Taipei City-Amazon Web Services (NTPC-AWS) Joint Innovation Center and the Public Digital Innovation Space (PDIS). The study mission was a joint effort between the  Development Academy of the Philippines (DAP), the China Productivity Center (CPC), and the Asian Productivity Organization (APO), and attended by officials from the Department of Budget and Management (DBM), Civil Service Commission (CSC), and Department of Science and Technology (DOST).

Participants from the Philippines and Taiwan during the culminating activity of IOSM 2021

The shift to digital transformation

Nicole Chan of the Joint Innovation Center opened the first day of IOSM with the benefits of digital transformation. She explained that when information and communications technology (ICT) is used to optimize services, resources are maximized and the productivity of human and capital resources is increased. This results in improved public satisfaction, which leads to increased patronage and a higher net profit margin.

Nicole Chan of the NTPC-AWS Joint Innovation Center explains the benefits of digital transformation.

However, it is not enough to simply go digital, as public sector organizations with limited resources should think twice about transforming from one system to another. Chan explained that digital transformation needs to be anchored on three important keys: identifying the problem, upgrading to digital technologies, and changing the culture. While the first two are critical for improving public services and establishing a data-driven environment in the public sector, Chan highlighted that the “real challenge is the change of mindset” in shaping a culture of digital innovation, which would entail a shift from traditional values to new innovative thinking.

Nicole Chan explains three keys of digital transformation to guide organizations in the journey to going digital.

Senior Vice-President Magdalena Mendoza of the DAP asked about the social impacts of this digital transformation. Chan replied that while legislation can be too slow in catching up with the speed of ICT development, there should be a mechanism for self-regulation in place.

After establishing the need for a paradigm shift, Chan then presented the work of the NTPC-AWS Joint Innovation Center, a public-private partnership between New Taipei City (NTPC) Government, Amazon Web Services (AWS), and First China Capital (FCC) Partners Inc. She explained that this partnership integrates government, industrial, and economic resources to create a world-class ecosystem with the goal of accelerating startup incubation and contributing to digital public solutions.

She detailed that the Joint Innovation Center has an intensive program for startups and traditional enterprises on step-by-step digital transformation. AWS provides digital services and technology expertise while the NTPC provides government support through the National Development Fund. Finally, partners from the FCC offer business courses and consultation on fundraising initiatives. The Center also holds social activities where startups exchange experiences and create business opportunities.

Nicole Chan explains the collaboration of parties making up the Joint Innovation Center.

Chan shared that currently, the Center houses 70 startups, including Heroic Faith Medical Science and VEYOND Reality Technology, that help build niche solutions in various sectors such as manufacturing, retail, healthcare, education, and tourism.

Nicole Chan presents innovations from Heroic Faith Medical Science and VEYOND Reality Technology.

PPP for public service

On the second day of IOSM, Zach Huang and Yi-Wen Chan discussed the origins and activities of PDIS, which was itself established in 2016 as a PPP with the goal of introducing digital innovation in the public sphere. Huang emphasized that digital innovation is “not only the responsibility of the government but also the responsibility of the private sector,” and this requires that everyone is involved in the process through Open Government, Social Innovation, and Youth Engagement. Chan further expanded this by discussing her organization’s new approach to public-private partnership, which seeks to involve stakeholders in the earliest stages of government planning in order to garner wider acceptance and support from citizens.

Yi-Wen Chan discusses innovations in the Public-Private Partnership process.

Chan then proceeded to further discuss the collaborative approach that PDIS employs, which promotes open dialogue between the government and the public on social problems requiring government attention. Through the JOIN platform, a mobile application developed by the National Development Council (NDC) of Taiwan, a citizen can voice out their opinion publicly or initiate a proposal. A Participation Officer from the government will then find competent public sector authorities that will respond to the topics raised by the public. PDIS ensures that the public is well-informed before attending by publishing major facts relevant to the topic for discussion. At present, over a hundred of these collaborative meetings with citizens have been conducted. 

Yi-Wen Chan explains how collaborative meetings work in the early stages of government policymaking.

Another example of PDIS’ collaborative efforts is the creation of the Mask Map, a mobile application that details the location and current face mask inventories of pharmacies throughout Taiwan. This addresses supply chain issues and the possibility of cluster infections created when agitated citizens begin panic buying during shortages, thus ensuring the equitable and safe distribution of face masks. The app even has an option to reserve face masks for purchase, allowing otherwise busy citizens to be able to ensure their personal supply.

Yi-Wen Chan presents the features of Mask Map and its use in helping people find nearby pharmacies with available face masks.

To close the IOSM, Huang discussed Taiwan’s road map towards digital transformation and how it could relate to the Philippines’ own ongoing transition. He emphasized that while Taiwan’s approach was far from perfect, they quickly learned that the only way it could work was if there is true partnership between the public and the private sectors. He reminded the delegation that “the Philippines, as a developing country, would not be in any disadvantaged position when it comes to social innovation as long as everyone feels that they can do something to make a difference, as long as everyone believes they can be part of the solution.”