A technology-based citizen relation management (CRM) system is helping the City Government of Baguio connect better with its citizens by allowing them to easily submit inquiries, complaints, and suggestions through web forms. The system, called the Online Public Assistance and Complaint Desk, serves as an additional channel for communication that utilizes Information Communication Technology (ICT) to improve public service delivery.

The questions and feedback received through the system are assessed and responded to directly by the Public Assistance and Complaint Desk (PACD) Officers. Depending on the nature of the entry, some are forwarded to the relevant office or department. The key challenge of the OPACD is to ensure that all submissions are addressed appropriately and promptly. However, using ICT and the direct involvement of PACD officers in the process enables efficient and effective handling of citizens’ concerns, leading to better public service delivery.


The increasing demand, concerns, and needs of Baguio constituents underscore the need for an effective system for communication and feedback with the city government.

The lack of a proper communication channel leads to a waste of time, resources, and efforts. For instance, commuting to the City Hall alone would mean having to spend much time and effort just to ask questions to the city government. Tracking and monitoring client satisfaction and complaints has also been a challenge since the city government staff used to depend on manual feedback forms and tally sheets.

The adoption of the Enterprise Resource Planning (ERP) framework Sales and Distribution module was aligned with the PACD operations, which was identified as the appropriate organization unit to provide a frontline public services desk.


The OPACD project addresses the challenge of improving public service delivery in Baguio City by providing an efficient and effective communication channel between citizens and the city government. Through the use of ICT, citizens can easily submit their inquiries, complaints, and suggestions through web forms, which are assessed and responded to by PACD Officers in real-time. The functional features of the OPACD, such as real-time notification through email or the system, monitoring and tracking of netizens’ concerns with tickets, and forwarding features to different department representatives or administrative officers, enable timely and appropriate handling of citizens’ concerns. The system also allows for the tracking and monitoring of client satisfaction and complaints, making it easier for the city government to identify areas that need improvement.

An innovative feature of the OPACD project is its adoption of the Enterprise Resource Planning (ERP) framework’s Sales and Distribution module, which was aligned with the PACD operations to provide a frontline public service desk. Integrating different systems and processes allows for a more streamlined and efficient handling of citizens’ concerns, ensuring that their issues are addressed promptly and appropriately.

Its functional features and innovative approach enable timely and appropriate handling of citizens’ concerns, leading to improved public service delivery and increased citizen satisfaction. Another innovative feature of the OPACD is its use of web forms to enable citizens to submit their concerns, eliminating the need to physically visit the local government unit (LGU) Baguio City Hall. This feature reduces transportation waste and makes it easier for citizens to voice their concerns, leading to increased participation and engagement in government processes.

Productivity Gains, Outcomes, and Impact

The OPACD has brought significant measurable productivity gains and outcomes to the City Government of Baguio, particularly in enhancing their public service delivery through ICT. The system has resulted in better communication between the citizens and the government as citizens are now able to communicate–anytime and anywhere. The system has also automated extracting information and reports, eliminating the need for PACD officers to browse through many documents and files.

The system has also enabled citizens to track and monitor the status of their concerns, queries, or feedback through the system. The City Government of Baguio has been able to improve its responsiveness to the needs of registered users and generate reports with ease, allowing for better decision-making at the top management level.

The OPACD has also positively impacted local government unit (LGU) frontline services by improving the responsiveness aspect of good governance. The provision of such a communication platform has opened channels and venues for better public service. By providing a venue for communication that can be measured, the LGU can now better identify its priorities which can further help in enhancing public service delivery.

Lessons Learned and Challenges in Implementing the Intervention

While the OPACD has delivered significant benefits, there are still areas for improvement. One of the main challenges encountered during the project implementation is having a project manager who understands the organization’s current operations and enterprise architecture.

During the testing phase, it is essential to ensure the participation and engagement of end-users (citizens) to gauge the system’s necessary demand accurately. Thus, proper communication and training on how to use the system effectively should be conducted for citizens.

Improvement is a continuous process. To further improve OPACD, the city government has the option to add more communication channels to widen their reach and even integrate artificial intelligence to analyze the data gathered effectively. The City Government should do periodic reviews and evaluations of the system’s performance to identify areas of improvement and ensure the continued delivery of better public services.


Refuerzo, A.P. (2018, October 12). City Cops Digital Cities Award. The City Government of Baguio. https://www.baguio.gov.ph/content/city-cops-digital-cities-award


Baguio Online Public Assistance and Complaints Desk (OPACD)
OPACD Administrator Interface
OPACD User Interface


A technology-based solution is helping the City Government of Baguio improve its services. Dubbed as the Electronic Budgeting, Procurement, Inventory, and Monitoring System (EBPIMS), this digital system streamlines various processes, such as planning, budgeting, procurement, and inventory management. The digital system generated various reports and documents, such as the Barangay Planning Report, Annual Investment Plan, Local Budget Preparation Forms, and Annual Procurement Plan. The inventory process involved the use of QR codes and the development of a mobile QR code scanner. The system also facilitated the disposal of items and history custodianship.


EBPIMS mainly addresses the need for more efficient and effective delivery of public services to the constituents of Baguio City. By streamlining processes, the city government can reduce the required inputs such as time in effort in completing important tasks such as planning, budgeting, procurement, and inventory management.

Before the implementation of EBPIMS, these processes were time-consuming and often involved manual paperwork and manual calculations, leading to delays and errors. By digitizing these processes, the system can automate and optimize workflows, enabling faster processing times, better accuracy, and increased transparency. This, in turn, can lead to more informed decision-making, better resource allocation, and improved service delivery.

In addition, the system also aims to reduce corruption and increase accountability by providing a more transparent and auditable process. By implementing digital signatures and QR codes, the system provides a secure and traceable way to monitor the procurement and inventory management processes, reducing the likelihood of fraud and mismanagement.


The EBPIMS addresses the challenge of improving the efficiency and effectiveness of public service delivery by providing an end-to-end digital solution for various processes. One of the innovative features of the project is the use of QR codes for inventory management, which enables faster and more accurate tracking of equipment and supplies. The mobile QR code scanner also allows real-time updates of inventory status, reducing the likelihood of errors and improving accountability.

Another innovative feature is using digital signatures, which enhances security and transparency in the procurement process. This ensures that only authorized personnel can approve transactions, reducing the likelihood of fraud and corruption. The system also provides real-time monitoring of procurement and project timelines, enabling better resource allocation and decision-making.

The cataloguing feature allows for the centralized storage and management of documents and records, making accessing and tracking information easier. The system also provides validation of proposals and documents, reducing the likelihood of errors and ensuring compliance with regulations. By leveraging technology, the system improves efficiency, accuracy, transparency, and accountability, ultimately leading to better service delivery for the constituents of the City Government of Baguio.

Productivity Gains, Outcomes, and Impact

The EBPIMS has delivered measurable productivity gains and outcomes to the City Government of Baguio. Stakeholders have reported numerous benefits that have positively impacted the intended beneficiaries of the project. Pedro M. Sawac Jr., an accountant from the Audit Division, reported that the Electronic Catalog in EBPIMS has standardized common items purchased by different departments and offices, reducing audit findings. Administrative Officer Benny E. Abenoja, an end-user from the Supply Office, noted that EBPIMS allows the uploading of supporting attachments, helping them to keep track of documents. City Budget Officer Atty. Leticia O. Clemente reported that she has not encountered any clerical errors in her review since EBPIMS provides a series of numbers and allows her to approve orders even when abroad on official business. Sidney Faye V. Almazan added that clients no longer visit her office since they can monitor their remaining budget and order status in EBPIMS.

The major benefits of EBPIMS include transparency, paperless transactions, tracking and monitoring, faster and better service, generation of real-time reports, and the elimination of clerical errors. EBPIMS has reduced the time and effort required to prepare and approve budgets, procure goods and services, monitor projects and inventory, and generate reports. The system has also improved the quality and accuracy of data and provided stakeholders with real-time information on the status of their transactions.

Lessons Learned and Challenges in Implementing the Intervention

One lesson learned from the implementation of the EBPIMS is the importance of stakeholder engagement and training. During the implementation process, challenges were encountered in getting all stakeholders to embrace and effectively use the system fully. This highlights the need for comprehensive training and support to ensure all users are comfortable with and understand the new system’s benefits. Additionally, continuous monitoring and evaluation are crucial to identify areas for improvement and ensure that the system remains effective in meeting its objectives.

Another area for improvement is integrating the system with other government systems, such as financial management systems, to ensure seamless data transfer and reduce the risk of errors. This can improve the efficiency of the overall government system and facilitate better decision-making.

In terms of challenges, one major obstacle faced during the implementation of the EBPIMS was the resistance to change from some stakeholders who were used to the traditional manual processes. This resistance slowed down the adoption of the new system and increased the workload of those who had already adapted to it. In the future, it may be helpful to identify and address these concerns early on and provide adequate support to ensure a smooth transition.

Overall, EBPIMS has demonstrated the potential for technology to improve productivity and efficiency in government processes significantly. However, ongoing monitoring, evaluation, and adaptation are necessary to ensure that the system continues to meet the changing needs of its users and remains effective in achieving its objectives.


Refuerzo, A. P. (2021, October 31). City shines in 2021 digital governance awards night. Baguio Midland Courier. Retrieved from https://www.baguiomidlandcourier.com.ph/city-shines-in-2021-digital-governance-awards-night/

Baguio Herald Express. (2021, September 27). Baguio shines in 2021 Digital Governance Awards Program. Baguio Herald Express. Retrieved from https://baguioheraldexpressonline.com/baguio-shines-in-2021-digital-governance-awards-program/

Magsumbol, C. N. (2021, November 1). 3 Cebu LGUs bag awards in Digital Governance. The Freeman. Retrieved from https://www.philstar.com/the-freeman/cebu-news/2021/11/01/2138216/3-cebu-lgus-bag-awards-digital-governance


Screenshot of the Baguio Electronic Budgeting, Procurement, Inventory and Monitoring System
(EBPIMS) Order Form
Sample QR Code Generated for Inventory

Name of the Organization

Municipal Government of Baliwag, Bulacan

Name of the Office/Unit that leads the implementation of this best practice entry

Municipal ICT Office of Baliwag (MICTO)

Focus Area of the Best Practice

Municipal Treasury Office/Citizens – ICT/Operations Management

Summary of the Best Practice

To help ensure efficiency and integrity in handling payment transactions and accounts, the Local Government of Baliwag, in partnership with the Landbank of the Philippines, developed the Treasury Information and Management System (TIMS). TIMS is a web-based, centralized platform that helps in reducing the risks that come with manual data submissions. The system has been instrumental in promoting transparent and efficient financial reporting.

TIMS is also a scalable system that allows the creation of more accounts and integration into other related local government systems. It is also economical as it cuts the costs spend on papers and supplies while helping avoid data alterations and repetitions.

The system is cloud-based and powered through a dedicated server with SSL (Secure Sockets Layer) to ensure that all data passed between the web server and browsers remain protected. The data are being backed-up daily through an in-house server located in the server room of the MICTO.


Prior to the TIMS, the municipal offices in Baliwag had their data-gathering process. However, some steps had to be streamlined in order to seal possible loopholes for corruption, including transactions that were still being manually processed which were also prone to human errors and alterations.
In addition, data ownership or overprotection, which used to be common among other offices, has long blocked the opportunity to establish systems that can help minimize the time consumed in processing payments, as well as in generating reports. The lack of an established system compels these offices to create bureaucratic processes that sometimes slow down the work, which affects the timely delivery of programs to the people.

Given these problems, the Municipal ICT Office started selling the idea to the direct end-users—the local treasury department and its internal customers involved in designing, validating, and using the system. They were consulted to ensure that the TIMS addresses their reservations in shifting to an automated system and to guarantee that security risks and errors are reduced when they use TIMS.
The TIMS proponents also held orientation sessions to help the intended users learn how the system works.

Specifically, these were the steps conducted in developing and implementing the TIMS:

  • Conceptualization. The project was conceived after gathering common problems and complaints in frontline offices from the inter-office planning sessions.
  • Planning. The development of initial systems, system integration, and budgeting were included in the Information Systems Strategic Plan of the municipal government.
  • Data gathering. Consultations and coordination meetings were held to gather preliminary requirements for the system. This also became a venue for stakeholders to give their expectations on the system.
  • Purchase of tools. Cloud storage has been pre-purchased along with other cloud storage requirements for the other systems. Partnerships were also maximized to avail of other requirements for the system.
  • Development & Learning. The MICTO developed the integrated system, along with occasional learning sessions to improve the modules.
  • Proofing. Consultations and coordination meetings with key stakeholders served as a venue to initially present the system, gather more data, and monitor initial feedback to improve the user interface, user experience, and productivity.
  • Roll-out. Demonstrations, orientations, and briefings on data protection and privacy started immediately after the system development.
  • Next steps. The system remains a work in progress. More functions and accounts are to be integrated, and continuous updates of information and the development of reports can be expected.
Screenshot of the Baliwag Treasury Information and Management System – Collectors Dashboard

Solutions and Impact

TIMS helps in promoting efficiency as it helped the Treasury Department of the Municipal Government of Baliwag to have streamlined and automated transactions. By providing a platform for financial data processing and protection, it opened opportunities for internal clients to save time and serve more people.

Manual paperwork has been minimized, if not eliminated, in offices that transact with the Treasury Department. With TIMS, the local government unit managed to avoid red tape, errors, and other risks posed by manual input and transmission order of payments.
Also, the system allows real-time monitoring of cash flow, therefore enabling local managers to act on targets and scale efforts as the need arises.

The fast and efficient report generation of TIMS also paved the way for faster evaluation of financial situations, enabling the finance cluster to come up with a better budget and income-generating plan.
To ensure sustained use of the TIMS, its development and maintenance were included in the targets of the MICTO and its personnel involved in BIPS development. Stakeholders were given web access for them to use the system, share data, and ensure that modules remain relevant to the people by providing insights from time to time.

Name of the Organization

Burgos Agro-industrial School (BAIS) and Burgos Central Elementary School (BCES)

Name of the Office/Unit that leads the implementation of this best practice entry

Schools Division of Ilocos Norte (SDOIN), Local Government Unit (LGU) of Burgos, Department of Education (DepEd), and Department of Science and Technology (DOST)

Focus Area of the Best Practice

Citizens / Customers; Strategy; Operations

Date the best practice was first implemented

25 May 2019

Summary of the Best Practice

Burgos, a fifth class municipality in Ilocos Norte, pioneered the establishment of 21st Century Learning Environment Model (CLEM) Classrooms for young learners. A Special Education Fund (SEF) of PHP 6,216,400 was allotted to develop classrooms equipped with ICT-integrated facilities and learning equipment in Burgos Agro-industrial School (BAIS) and Burgos Central Elementary School (BCES). This academic breakthrough aimed to expose students to digital learning activities in their formative years in school. Specifically, the project aimed to strengthen their 4C’s of 21st-century competencies (creativity, critical thinking, collaboration, and communication), which are fundamental for modern students to excel in their future.

The Challenge

The motivation behind Burgos’ 21st Century CLEM Classrooms was the need to ensure that the students’ education were aligned with the demands of the 21st century. This required shifting from traditional classrooms to a more progressive, modern classroom to nurture an environment conducive to developing one’s 4Cs and making learning more engaging.

To actualize this goal, then Schools Division Superintendent of Ilocos Norte Vilma D. Eda sent school heads and teachers from Burgos, Ilocos Norte to attend benchmarking activities in DOST, Taguig City, Bolbok Integrated National High School, and Inos-Marawoy National High School in Lipa, Batangas 26-28 June 2018. These benchmarking activities gave the school heads and teachers the chance to observe classes that conduct 21st Century CLEM and eventually replicate the best practices in Burgos, Ilocos Norte.

Faculty member conducting his class in a 21st CLEM Classroom

Solution and Impact

Mayor Rodolfo L. Garcia supported the establishment of 21st Century CLEM Classrooms in Burgos Agro-industrial School (BAIS) and Burgos Central Elementary School (BCES) to prepare young learners to adapt to innovative learning strategies for modern pedagogy. Projectors, three-dimensional printers, computer units, interactive tables and chairs, free Wi-Fi connection, and other technologically advanced teaching tools were used to help students understand their lessons better. To ensure its effective delivery, teachers from the two schools have undergone a week-long training to participate in the initiative competently and embrace science, technology, and innovation in the education of the Burgoseño youth.

Like any other educational institution, its operations were also halted by the advent of the COVID-19 pandemic. However, the impact of this leap for transformative education was that it allowed the public and private sectors, as well as civil society, to study and evaluate the effectiveness of integrating modern technologies in the context of the Philippine setting. It also served as a call to action of having a state agenda geared towards initiating development programs involving the significance of ICT facilities and tools integration in the teaching and learning process in classrooms.


Although Burgos is a fifth-class municipality in Ilocos Norte, project stakeholders pride themselves that their passion for the schoolchildren through their implementation of 21st Century CLEM in select schools in the region made a mark in the country’s educational system. BCES, in particular, was the first elementary school in the country to have a 21st Century CLEM, while BAIS was the first of all high schools in Region I. In recognition of its success, the region challenges other LGUs to be inspired to upgrade and revolutionize the country’s educational system by focusing on critical 21st-century skills and learning—with the underlying goal of fulfilling the evolving needs of today’s students and making a lasting impact in their communities.


The commencement of 21st Century CLEM Classrooms in Burgos, Ilocos Norte, evoked positive responses from its stakeholders. Burgos Mayor Rodolfo L. Garcia noted the arduous procedure for setting up the said classroom in its inauguration during the Educational Transformation Summit 2.0 held at Plaza del Norte, Paoay. This, in turn, led him to share the virtues Burgoseños collectively practice to overcome such challenges: “It is really a matter of patience and cooperation. But the mere fact that Burgos is the pioneer in Region I, is our pride and honor as a very small community. But most importantly, this is how we value education in Burgos. We have to provide tools in any way we can. This is how we love our young learners,”.

Moreover, in a web article by Ilocos Sentinal, Mrs. Vilma D. Eda shared the current status of the initiative and its expected plans for the future: “The municipality of Burgos has programmed to put up 21st century classrooms every year until all schools are modernized,” She furthered, “May this inspire all of us to level up and we wish Burgos more progress in the future.”

Lastly, in a Zoom interview with Mr. Erwin Ramil, teacher and CLEM manager at BAIS, he indicated that the positive impact of student-centered learning in 21st Century CLEM Classrooms was: “yung sa motivational part ng students naging effective” [The 21st Century CLEM became effective in the motivational part of the students]. This was supported by Secia Segovia, student, during an interview with ABS-CBN News: “marami po kaming natututunan” [we learn a lot].


ABS-CBN News. (2019, May 29). SILIPIN: Binansagang ’21st century classroom’ sa Ilocos Norte public school | TV Patrol. https://www.youtube.com/watch?v=SB4r1eJDxxY

Ilocos Sentinel. (2019, June 4). Deped-Ilocos Norte inaugurates 21st century classrooms in Burgos. https://www.ilocossentinel.com/home/deped-ilocos-norte-inaugurates-21st-century-classrooms-in-burgos.html

Name of the Organization

Philippine Institute of Volcanology and Seismology (PHIVOLCS) of the Department of Science and Technology (DOST)

Name of the Office/Unit that leads the implementation of this best practice entry

REDAS Team of the PHIVOLCS Seismological Observation and Earthquake Prediction Division (SOEPD)

Focus Area of the Best Practice

Strategy, Citizens / Customers, Digitization and New Technologies

Date the best practice was first implemented

6 March 2006 – up to present

Summary of the Best Practice

The PHIVOLCS-developed Rapid Earthquake Damage Assessment System (REDAS) is trying to save as many lives as possible through real-time hazard monitoring, database development, and multi-hazard impact assessment coupled with the accompanying innovative and tailored training for the intended users.

The concept of REDAS germinated after the nation’s dreadful experience after the magnitude 7.8 earthquake on 16 July 1990, which left more than 1000 people dead. The PHIVOLCS’ REDAS software developers thought that if the nation had a reliable system that could immediately identify potentially damaged areas, prompt rescue and relief operations might have saved more lives, thereby lessening the number of casualties during that particular earthquake. However, such software/system was not readily available or needed to be customized to suit the Philippine settings. Such an approach is also often expensive and has a steep learning curve. This prompted the experts to conceptualize REDAS. Initially designed for earthquake simulation only, the REDAS has grown through the years to include other capabilities like real-time hazard monitoring, database development, and multi-hazard impact assessment.

REDAS was conceived to provide immediate science-based information on the extent and severity of hazards such as ground shaking, liquefaction, earthquake-induced landslide, and tsunami through real-time simulation. The use of REDAS can be used for emergency preparedness, meaning at the onset of an earthquake, the user may right away simulate an impact scenario that may happen. At the same time, the tool can also be used for planning and risk management purposes by calculating potential impacts such as collapsed structures, injuries, fatalities, and economic loss a particular earthquake can incur. Knowing this information beforehand makes preparations more realistic and optimized because they are science-based. Only REDAS can provide up-to-date and verified information in the Philippines through solid partnerships with its stakeholders. This unique capability makes the REDAS attractive to various users in the Disaster Risk Reduction (DRR) field from all sectors of society.

The Challenge

The main challenge of a developing country like the Philippines is its high vulnerability brought about by its physical location and socio-political and economic situation. Since the country’s physical location cannot be transferred, much can be done to improve its physical vulnerability through proper land use, development planning, and strict building code implementation. This can be done by producing multi-hazard maps, continuous capacity building, provision of early-warning tools/systems, and developing tools and procedures for engaging LGUs on disaster preparedness. It is with these problems that REDAS was developed. There was a need for a tool that LGU officials could easily use with essential features designed for their local needs.

There was a need for a reliable source of information during emergencies, especially after typhoons or earthquakes, when communication facilities and power lines break down. This was the situation when REDAS was first envisioned. There was a need to have a tool that could tell us about the impacts of an earthquake so that relief and rescue operations could be guided accordingly. Oftentimes, there is a delay in information, which is especially needed for timely and appropriate relief operations.

Although REDAS started as a tool for earthquake damage simulation, it has also branched out to other hazards. This was brought about by an almost regular onslaught of more frequent hydrometeorological hazards such as floods, storm surges, rain-induced landslides, and severe wind. The continuing onslaught of death and destruction brought about by Typhoons Yolanda, Sendong, and Ondoy aggravated by our rapid population growth and unabated increase in exposure, lack of proper land use and development plans, lax implementation of the building codes and other regulations that can reduce the risks, lack of contingency/emergency planning and lack of understanding about hazards and risk by stakeholders all contribute to the problem. Therefore, a system like REDAS would aid in addressing these common problems on the ground by various stakeholders.

Solution and Impact

The REDAS tool was originally just internally used by PHIVOLCS, mainly to simulate earthquake intensities to provide pertinent information to the public when needed. Various partners who learned of the tool convinced us to share this with local government units, initially as a tool for mainstreaming disaster risk reduction into the local planning process. Through the years, many other LGUs and other partners opted to avail of this tool seeing its applicability to their functions. The tool itself needs to be installed in one’s computer as the hazard simulation and impact estimation modules are memory intensive and require high processing power, which is difficult if implemented in a web-based setting. It is an “independent platform” that doesn’t require an internet connection to run the tool.

At present, REDAS is already multi-hazard in scope. This was achieved through partnerships with other NGAs like the Philippine Atmospheric, Geophysical and Astronomical Services Administration (PAGASA), Mines and Geosciences Bureau (MGB), National Mapping and Resource Information Authority (NAMRIA), and Office of Civil Defense (OCD), which were important steps to ensure a one-government approach in disaster preparedness. Other partners were added along the way, including the partnership with State Universities and Colleges (SUCs) of Regions II, III, and XI, the University of the Philippines Diliman – Institute of Civil Engineering (UPD-ICE), and the Geoscience Australia (GA) that the earthquake impact assessment (SHAke module) was developed. The modules for Flood (FLoAT) and Severe Wind impact assessment (SWIFT), which later evolved into (SWERVE) were co-developed with MGB and PAGASA, too. The REDAS Exposure Database Module (EDM) benefited from exposure to GA, while the REDAS Earthquake and Tsunami Alerting Module (ETAM) benefited from collaboration with the RIMES, which is initially funded by UNESCAP and now supported by the Indian government. The Satellite Rainfall Monitor (SRM) and the Quick Lahar Impact Simulation Tool (QLIST), two recent modules, were offshoots of a PCIEERD-funded project mainly targeting risk reduction from lahars. The development of REDAS is replete with collaboration, learning, and partnerships with the government, SUCs, and international partners.

To date, the REDAS is being used extensively by the Seismological Observation and EarthquakePrediction Division (SOEPD) of PHIVOLCS in its round-the-clock earthquake monitoring and issuance of earthquake information to the public. The Geology and Geophysics Research and Development Division (GGRDD) of PHIVOLCS uses REDAS as one of its hazard simulation software in producing earthquake hazard maps. The REDAS SRM is being used by the Volcano Monitoring and EruptionPrediction Division (VMEPD) in monitoring real-time rainfall for lahar monitoring and warning, particularly in Pinatubo, Mayon, and Bulusan volcanoes. A key strategy to the sustained interest is the “patikim” approach, where first-timers are invited to experience the training firsthand, after which the same participant brings in their organization to undergo the REDAS learning. This has happened so often that slots are always given to “sit-ins” which eventually become the “natural” REDAS advertisers and its products. Special attention is also given to the number of women participants, and several persons with disabilities have been trained before, too.

The main drawback in sharing REDAS happened when the COVID-19 pandemic set in and when face-to-face training was not allowed. The REDAS Team resorted to creative ways to conduct training by doing the original six-day training into seven modularized and ladderized four-day courses. The team devised ways to make the training interactive despite being online in modality. As a result, despite the pandemic, the requests for training were sustained, and for 2022, the training schedule is already full.

When REDAS was first introduced in 2006, external stakeholders still needed to be included. To date, a total of 52 provinces, 689 municipalities/cities, 17 NGAs, 38 SUCs, 78 private companies, and 10 NGOs have been trained in the use of the software. Through REDAS training, PHIVOLCS can reach grassroots communities and disseminate its products and services through actual interaction and simplifying scientific information for their mainstreaming DRR efforts, contingency planning, and emergency preparedness. The software and training approach is unique in that no similar system exists in the Philippines. To ensure sustainability, REDAS partners with SUCs benchmarking on their technical capabilities and presence at the local level. There are also plans to produce easy-to-follow instructional videos to reach more stakeholders.


The REDAS has won various awards. REDAS was awarded the Outstanding R&D award by DOST-Philippine Council for Industry, Energy, and Emerging Technology Research Development in 2005. It competed at the national level and won First Prize. In 2019, the REDAS Team was awarded a 21st Gawad Kalasag Special recognition for Group Category. REDAS exhibited the value of partnership and innovation in disaster risk reduction.

From a simple earthquake simulation tool, REDAS has grown multi-hazard in scope–hosting two real-time hazard monitoring modules, two database development modules, and six multi-hazard impact assessment tools. Recognizing the REDAS platform’s potential, the Department of Budget and Management (DBM) granted it as a Locally-Funded Project assuring its continued budget through several years. This trust compels the REDAS team to perform better and improve its craft. Through the years, REDAS has spread into other hazards such as floods, severe wind, tsunamis, lahars, and agricultural damages. REDAS is free, and so is the accompanying training. Requests for availing of the software and accompanying training continue to be received, and the schedule is almost complete for 2022. In various instances, REDAS modules had been selected by partners/LGUs as the platform of choice in their mainstreaming DRR efforts (ex., RDC Region XII in 2018 and Lanao del Norte in 2021).

In 2022, working silently and with a bit of fanfare and expense, the REDAS has gone beyond the Philippine borders through international partners. An example is through a current Japan International Cooperation Agency (JICA) project (the DRRMCEP), where REDAS is already being considered as one of the tools to calculate earthquake impact in its pilot sites. Another is tapping of REDAS by the Asian Disaster Preparedness Center (ADPC) as the platform of choice to develop a gender and human rights-based questionnaire tool from a DRR perspective.


To attest to the usefulness and power of the REDAS system, current stakeholders include local government units (LGUs), State universities and colleges (SUCs), national government agencies (NGAs),non-government organizations (NGOs), and private companies.

For the LGUs whose users consist mostly of DRRM officers and planners, common feedback received includes the tool being helpful for their pre-disaster preparations, such as evacuation planning, formulation of contingency plans, and incorporating it in their DRRM and comprehensive land use plans. LGUs find the valuable tool because they can plot province/municipal data in REDAS, and not just simply rely on project presentations provided by other offices or agencies.

The private sector sees the application of REDAS in preparation and responding to disasters that will affect their company’s service areas, operations, or infrastructures. For instance, a light rail company would like to use REDAS in assessing the intensity of an earthquake scenario to the light rail system and how much damage it will cause to nearby infrastructure to prepare for a response and recovery strategy. Additionally, a power-generation company uses REDAS for seismic hazard assessment and determining damaging earthquake intensities to assess dam safety.

Similarly, NGAs use REDAS in line with their mandates, functions, or projects. They see the map generation capabilities of REDAS helpful in preparing feasibility studies of their projects. Moreover, for NGAs providing emergency assistance or relief services, REDAS helps them simulate hazards to identify or visualize affected areas for decision-making in allocating resources or prioritizing augmentation support.

For the SUCs, the most common use of REDAS is for their research and extension activities and for producing theses and dissertations, mainly focusing on vulnerability assessment, exposure database development, and hazard analysis. In 2022 alone, PHIVOLCS, through REDAS, has partnered with several SUCs, with several thesis topics using REDAS.

Name of the Organization

City Government of Mandaue

Name of the Office/Unit that leads the implementation of this best practice entry

Business Permit and Licensing Office

Focus Area of the Best Practice

Citizens / Customers, Digitization and New Technologies

Date the best practice was first implemented

25 August 2022 – up to the present

Summary of the Best Practice

Mandaue City is the first highly urbanized city in the Philippines to adopt an electronic Business Permit and Licensing System (eBPLS) provided by the Department of Information and Communications Technology (DICT).

While other LGUs have been given access to the eBPLS, Mandaue City went beyond DICT’s expectations and implemented an ambitious program by utilizing the eBPLS system to its fullest, and has now become the forefront for other LGUs. Seeing the innovative practice adopted by the City of Mandaue, other LGUs which do not have the funds to purchase third-party service providers are now partnering with the DICT and looking at Mandaue City’s best practices and policies. Several neighboring cities and municipalities have visited the City recently to observe the implementation of the online eBPLS.

Institutionalizing the fully online mechanism of the eBPLS has shown dramatic improvement in the number of business registrants, especially with business tax collection. Business registrants increased by 10-20% from 2020 to 2022, and Tax collections from January to June 2022 amounted to Php 1,040,806,278.12 compared to Php 889,724,627.54 in the same period last 2021. This is a 16.98% increase in total business tax collection for the same period, which can be attributed to our Online eBPLS system’s implementation, transcending expectations.

The Challenge

The pandemic has dramatically affected the business sector with several lockdowns and community quarantines; some businesses were forced to close. The City of Mandaue has more or less 16,000 business registrants, so we had to cater to more than 800 clients a day coming to the 2021 business permit renewal. This would be a real challenge as we were still at the height of the pandemic, considering that social distancing was one of the minimum health standards to follow.

The City already had an existing business permit processing system, but the same needed to be capable of processing online transactions, much less online payments. Aside from this, shifting to an online system thru the third-party provider will mean expending additional public funds. Furthermore, it will take considerable time to become fully functional.

Recognizing this predicament, the City, with the help of the Department of Information and Communications Technology (DICT), implemented eBPLS in four months. Even bolder was our quest to implement a fully online system, from application to payment and issuance, the first highly-urbanized city at that.

It was challenging as we had to create local ordinances to adapt to the new normal, including implementing a fully-online business permit processing and online payment options. It was not just a matter of adapting a new system; it required the necessary “mind-setting” to all stakeholders, especially the business community, as Mandaue City was implementing a more manual business application procedure.

With the help of City Officials, aggressive public information drives, and a dedicated team, the BPLO beat all odds and created the most impressive result.

Solution and Impact

The implementation of the best practices in the adaption of the electronic Business Permit and Licensing System required the whole-of-City approach, from the support of the local officials, cooperation of the business sector, and reinforcement by the DICT to ensure that the local implementing body, BPLO, are fully equipped with the technical know-how and training.

Mandaue City had to create all the enabling laws and facilities in a matter of 4 months to implement the eBPLS and pioneer its fully online functionality. Despite the skepticism from the stakeholders, the BPLO succeeded in its vision for the eBPLS. In fact, despite the expected revenue losses due to the sudden cessation of business operations, our City still posted a total of Php 909,203,396.88 in business tax collections as of 31 July 2021. This is a slight increase compared to the collection in 2020, which amounted to Php 900,479,853.78 in the same period. As a testament to the innovations continuously implemented by the City of Mandaue, tax collections from January to June 2022 amounted to Php 1,040,806,278.12 compared to Php 889,724,627.54 in the same period last 2021. This is a 16.98% increase in total business tax collection for the same period, which can be attributed to the implementation of the online eBPLS system.

The turnaround time in processing business permits has also greatly improved since the online eBPLS. From an average turnaround time of 18 days during the January 2021 business permit renewal, we trimmed it down to 3 to 5 days by the end of 2021 and further lessened than one day to 2 days turnaround time by 2022.

The BPLO continues to create impact assessments in implementing the eBPLS to ensure efficiency. In addition, online webinars and training sessions at the barangay level are regularly made to educate business owners about the new system. Informational videos and instructional materials were available on BPLO’s online platforms, such as its Facebook and YouTube page. BPLO worked closely with its stakeholders and the Mandaue Chamber of Commerce and Industry during the information drive, and the latter provided us with logistical support and manpower. The City’s efforts paid off because 99% of the clients in the system applied online, while only 1% were walk-in clients.

Consistency is essential to any policy, thus to guarantee the sustainability of the CIty’s best practices, several local ordinances have been issued, such as Ordinance No. 15-2019-1479, “An Ordinance Codifying and Streamlining the Business Permit and Licensing System of Mandaue City, Ordinance No.15-2020-1508 “An Ordinance Creating the Mandaue City Business Permit and Licensing Office (BPLO), by Converting the BPLO from a Section under the Office of the City Mayor into a Separate Department,” Ordinance No. 15-2020-1589 “An Ordinance Setting Mandaue City’s Processing of Business Permits, Regulatory Clearances, and License under the “New Normal” and after that, among others.

Other LGUs also wanted to learn about the City’s best practices and get tips on implementing the program in their locality. Several LGUs have already visited the city to benchmark and learn how the city government implemented innovation in the program’s success.

Officials and staff from the City of Talisay, the Municipality of Consolacion, the City of Dumaguete, and the Municipality of Compostela have previously visited the city government office to observe internal procedures they can replicate in their local government unit. Forms, copies of relevant ordinances, and operational handouts were likewise shared, which will be of great use in their adoption of the online eBPLS system.


In recognition of these innovative efforts, BPLO bagged the Silver Trailblazer Award during the MandaueGovernance Forum: Road to Resiliency program last 11 March 2022. BPLO, in cooperation with Mandaue Investment Promotions Action Center, also bagged the Silver Trailblazer Award for Ease of Doing Business.

Aside from that, several national agencies have recognized the City’s innovative practices. Last 29 October 2021, the city bagged third place in the Digital Governance Awards (City Category) for its Electronic Business Permits and Licensing System (eBPLS). The best in Business Empowerment (G2B) Award category recognizes the effect of an LGU’s practices integrating ICT solutions, the commitment of its administration, in the LGU’s responsiveness to the needs of business enterprises, thereby creating business opportunities.

The city government was also one of the ten finalists of the Philippine Chamber of Commerce and Industry’s Most Business-Friendly Local Government Unit last 15 October 2021. In the Department of Trade and Industry’s Cities and Municipalities Competitiveness Index for 2021, we were awarded as the Most Improved City and got high marks for Economic Dynamism, ranking 5th out of all the highly urbanized cities in the country.

Because of its successful implementation of the online eBPLS system, Mandaue City has been invited to several training and webinars to share the City’s best practices. Mandaue was also invited to share during the National Association of Business Permits and Licensing Officers webinar and in the orientation conducted by DICT in the Mindanao Cluster, the City Treasurers, and BPLO Officers of Negros Oriental.

Name of the Organization

Provincial Veterinary Office of Marinduque

Name of the Office/Unit that leads the implementation of this best practice entry

Provincial Veterinary Office of Marinduque

Focus Area of the Best Practice

Leadership, Strategy, Citizens / Customers

Date the best practice was first implemented

01 January 2004 – up to present

Summary of the Best Practice

The Marinduque Veterinary Field Hospital (MVFH) is an integral program that reinforces the Marinduque mobile veterinary services, which seeks to provide compassionate veterinary care to companion and farm animals in rural and small communities. It is the first innovative method of bringing veterinary service to the countryside.

The concept started way back in 2004 with continuous upgrading and innovation to meet the ever-changing needs of the time. The Veterinary Field Hospital provides multi-faceted services catering to the mandate of the Provincial Veterinary Office by providing animal health services such as the spay and neuter program, animal production services, information and dissemination campaigns, veterinary medical missions on calamity stricken areas not only in the province of Marinduque but also in other parts of the country that includes animal and wildlife rescue including marine mammal rescues and rehabilitation. The goal is to extend help to pet owners, livestock farmers, and all animal lovers to make them our leading partners in promoting responsible pet ownership and making them successful farmers and empowered citizens.


Its main objective is to boost the office’s mandate by bringing veterinary services right to the doorsteps of our constituents. Those mandates include the control and manage the outbreak of highly contagious and deadly animal diseases with economic and public health importance and in situations resulting in the depletion of animals for work and human consumption, and to enforce all laws and regulations for the prevention of cruelty to animals, to eradicate, prevent or cure all forms of animal diseases and to regulate the keeping of domestic animals and to protect wildlife.

Unique key features

The Marinduque Veterinary Field Hospital is equipped with proper tools, medicines, and basic facilities that provide proper veterinary services in aesthetic pleasure free of charge to rural and marginalized communities. The MVFH is deployed every Tuesday to Thursday, servicing all Barangays all year round through a systematic and highly coordinated manner to maintain its cooperation with local government partners and efficient and effective delivery of veterinary services to the community.

The Challenge

In the late 90s and early 2000s, an average of seven and a maximum of twelve human deaths due to rabies were a predominant occurrence in a 95,925 hectares island Province. A relatively high number on a small island. Factors observed contributing to the problem were:

  1. While a high number of dog bite incidences occurred, only 576 in 2001 and 237 in 2010 were reported to local health facilities compared to 2155 in 2018. This means that in the late 90s and early 2000s, the community and dog bite victims had little knowledge of the correlation between the number of stray dogs, dog bites, rabies, anti-rabies programs, and health care programs against the dreaded disease.
  2. Though fairly in the early 2000s, rabies vaccination reached approximately 7,000 dogs and cats vaccinated annually. But still, human deaths were prevalent, and many dog bite victims were not subjecting themselves to proper health programs to address the rabies incidence. This means that the community may have been participating less in the anti-rabies programs, information and dissemination campaigns, and other related veterinary services. The consequential effect of this low knowledge and awareness of the community was low citizen participation in the policies and programs related to addressing the rabies problem, relatively high numbers of contributory factors that cause the disease spread, and the consequential high human mortality rate.

Due to these factors, the Provincial Veterinarian was initially compelled to address the rabies problem radically by eliminating stray dogs accompanied by jabs of other mobile veterinary field services. The early stage of veterinary mobile field services in 2004 used traditional methods, medicines, newspaper drapes, and conducting spay and neuter surgeries and other treatment and surgical procedures for all animals under the waiting sheds. Only a few appreciated the services at that time yet had introduced the dynamics to the community. The radical approach brought instant and effective effects that eliminated rabies and ceased human deaths due to rabies in 2006, and the introduction of mobile veterinary services was clearly emphasized. However, the efforts still gained negative criticism and deterred measures against the skeptic community.

Fortunately, with continuous effort and innovation of the team leader and the introduction of external organizations such as the Japan International Cooperative Agency and Humane Society International, who extended their arms, helped reboot the methodologies and upgrade the technology conducted to maintain the hard-earned rabies-free status, preserve the momentum of delivering other veterinary services to other animals closer to their homes and increase the capability to respond the increasing number of wildlife animals brought for rescue and treatment. This resulted in innovation from essential mobile veterinary services to now as Marinduque Veterinary Field Hospital program incorporated with the creation of the Marinduque Animal and Wildlife Rescue Emergency Response Team.

Solution and Impact

The early stage of veterinary mobile field services in 2004 used traditional methods, medicines, newspaper drapes, and basic equipment’s while conducting spay and neuter surgeries and other treatment and surgical procedures for all animals under the waiting shed. The mobile veterinary field service, accompanied by the radical approach of stray dog elimination at that time, brought instant and bold results, specifically the cessation of human deaths due to rabies and the declaration of the rabies-free status of the province. Yet, it received tremendous negative and deterring criticism. Several outside organizations were contacted and supported to maintain its hard-earned results, resulting in upgrades and a dynamic shift of methodologies to continually deliver and sustain the significant intended impact on the community.

International foundations such as Japan International Cooperative Agency (JICA) and Humane Society International (HSI) provided support to alleviate the measures by providing technology transfer and equipping the Provincial Veterinary Office through modern spay and neuter programs. The program’s main activity is the surgical removal of the reproductive organs of dogs and cats to prevent the birth of unwanted litters contributing to the overpopulation of unwanted animals that increases the transmission of rabies. The main concept and goal of the program are that the higher the number of dogs spayed and neutered will decrease the number of stray dogs that transmits the virus, resulting in a reduced transmission factor, which then increases the probability of eliminating the rabies virus in the ecology of the province. The equipping and technology transfer activity allows the PVO to provide spay and neuter programs to every barangay in the most efficient, effective, and aesthetic way. Though it was conducted in the early ‘90s under a waiting shed, the upgrade of technology and facilities gained traction in the community resulting in increased community participation and confidence in the program.

At first, technical skills were developed under the HSI and JICA training. Efficient and effective methodologies were transferred as well as latest medicines were provided. This is followed by providing basic to advanced surgical tools and equipment and immediately implementing the activities. Along the way of implementation and the consequential support of our impressed local government leaders’, innovations were hasted, modern mobile tents and advanced medical tools were purchased and used, effective communication and coordination with local officials were strengthened, and intensification of information and dissemination efforts during daily deployment was instituted.

Up to now, the deployment of the Veterinary Field Hospital is every Tuesday to Thursday. Barangays were selected based on the number of dog bite incidents, the incidence of rabies deaths, dog and human population density, local initiatives, community requests, the number of stray dog population, geographical location, topography, and season. When barangays are selected, proper communication and coordination with local officials will follow. Methods of communication include official letters, radio announcements, house-to-house calls, and local postings to inform all community members to participate in the program. Follow-up phone calls and currently, online posts are also currently conducted. Upon arrival at the barangay, a strategic selection of field hospital sites in the barangays will be made. When the field hospital is established on-site, registration, surgical operation, medical treatments, and information dissemination are then conducted. Every animal brought will be served according to its needs, free of charge. This is conducted the whole year round in every barangay of the province.

As equipment and surgical procedure are eventually innovated and upgraded, the citizen’s participation in the services and mandates of the office has also increased. This allows information and dissemination campaigns to become very effective to the point where many other animals with different diseases were brought to the facility extending the services from spay and neuter to multi-faceted mobile veterinary services. The eventual attention and impact on the community impressed our leaders, who then gave full support to the team initiatives extending the office budget allocation, allowing the program to be innovated more freely and obtain more upgrades. Along with the innovative development of the Marinduque Veterinary field hospital program is the creation and activation of the Marinduque Animal and Wildlife Emergency Response Team.

The mobile veterinary hospital caters to all animal health services, animal welfare services, animal disease diagnostic services, animal and wildlife rescues, and calamity veterinary missions.

With the effectiveness of the information dissemination campaign, the general community increases their awareness and becomes empowered regarding animal and wildlife health care and the related laws and regulations. The resultant effect is the increase in reports of animal diseases and wildlife medical and situational cases to be responded to, and as the response is conducted, the accomplishment of the mandates is achieved.

Performance and Result

Before the program was implemented, human deaths reached twelve in the late ‘90s. In 2001, a list of six deaths occurred, while making the radical approach, zero human deaths resulted starting 2006 up to now. The province was then officially declared rabies-free in 2010. While doing the mobile field hospital in 2004, dog bite incidence reported increases from 576 in 2001 and 237 in 2009; it now became 2171 in 2017 and 2115 in 2018. This data may appear bad, but this also says that dog bite victims are now subjecting themselves to local health units and avails health programs against the disease; even dog and catscratches were considered bite cases. The more dog bite victims subjecting themselves to health programs, the more lives are saved. The dog bite numbers addressed by the Local human health agencies indicate the success of the PVO information dissemination campaign.

Companion animals brought to spay, and castration programs also increased since the implementation of the field hospital. In 2012, only 150 dogs and cats were brought, which increased to 994 in 2013. In 2018 it peaked at 3157 until it was disrupted due to COVID. Right now, it further improves, as in 2018, a barangay operation averaged 20-50 for spaying and neutered, while last month’s operation averaged 60-100 dogs and cats brought for spay and neutering with other animals brought for treatments and medical consultations.

In 2003 livestock animals undergoing prophylactic medication such as deworming were 2,694, and vitamin administration was 927, while animals subjected to treatment were 2.246 with zero wildlife rescued. There was a massive decline in 2004, where only 248 were dewormed, 137 were administered with vitamins, and only 728 were treated. When the MVFH program was launched to bolster animal health services in 2018, 5,059 livestock animals were dewormed and underwent prophylactic treatment, with 3,473 being administered with vitamins and 4,362 various animals treated, plus 14 wildlife rescued. Last year there were 17 wildlife animals rescued, rehabilitated and released, and this year, during the third quarter, there are already 56 wildlife animals rescued, rehabilitated and released.

Another significant indirect impact of the project is that even livestock animals and livestock animal farmers were reached and served aesthetically and effectively. Communities in rural areas also received a modern approach to veterinary services for their companion animals in their barangays. Providing such a class of service at their doorstep also eliminates the cost of transportation and precious time, which can now be converted to supplement other necessities and important day-to-day activities.

Increased awareness of the general community of wildlife also grows. Immediate reports from the general community to situational and medical cases of wildlife animals to be responded to increased. In the previous years, an average of 18 wildlife rescues, rehabilitations, and releases were conducted, while now 2022, third quarter, we have already responded to 59 animal wildlife cases. Mainstream media are now covering several of our rescue efforts, intensifying people’s awareness. Now, the local community prefers reporting animal wildlife situational cases (even poisonous snakes) rather than killing them immediately. This means that wildlife is now truly protected through community awareness and empowerment as a result of the creation and efforts of the Marinduque Animal and Wildlife Rescue Emergency Response Team and the success of information dissemination campaigns during the deployment of the Marinduqueveterinary Field Hospital.


The program was also highly admired and modeled by Veterinary Universities and other local government veterinary offices in cities and provinces. Due to these comments, Marinduque Mobile veterinary services has become a hub for veterinary student internships at different veterinary schools, such as Central Luzon University and Dela Salle Araneta University, and training areas for local government veterinarians of various cities and provinces in the country, such as Paranaque City, San Jose del Monte Bulacan City, San Juan City, Manila, Palayan City, Nueva Ecija, Puerto Princesa City and the Province and Municipalities of Palawan, Calapan city and the entire Province of Mindoro Oriental and Mindoro Occidental, and Province of Romblon. On several occasions, the Team and the Mobile Field Hospital Program became guests in these cities and provinces to provide veterinary services in those areas. Furthermore, animals and communities affected by calamities were also served, such as in the typhoon Yolanda, the Taal volcano eruption, and bird flu outbreak in Luzon, and operation saving laguna pit bull.


As of now, several Local Government veterinary offices have adopted and replicated the project, which includes the Paranaque City Veterinary office, Mindoro Oriental and Occidental Provincial Veterinary Office, and San Jose Del Monte, Bulacan. Highly urbanized and prosperous cities such as Cebu and San Jose Del Monte Bulacan have applied such technology effectively and were supported by their leaders resulting in the creation of the San Jose Del Monte Bulacan Veterinary Hospital And Cebu City Veterinarymobile spay and neuter Bus. The most successful one is the Province of Romblon; with the help of the team and full replication of the program, they achieved rabies-free status.

Another indirect effect of the program is the motivation created by trained veterinary interns; they now appreciate Local government practice, which is uncommon nowadays. Most of those trained are now embracing local government veterinary practice.


The multi-faceted veterinary services fortified by the Marinduque Veterinary Field Hospital program gained multiple recognitions, achievements, and awards.

In 2012, the province was officially declared a rabies-free Province by the Department of Agriculture, Department of Health, and National Rabies Prevention and Control Committee, even though there have been no reported cases since 2006. It was awarded on 28 September 2012. Marinduque completed and satisfied all the requirements prescribed by the National Rabies Prevention and Control Committee. Marinduque was declared a Rabies Free Zone by a joint declaration of the Department of Health and Department of Agriculture during the celebration of World Rabies Day held at Makati City Hall, Makati City. The NRPCC again awarded the Province of Marinduque a plaque of recognition for the unwavering support, tireless dedication, and excellence of the rabies program toward the national goal of rabies-free Philippines on 28 September 2016 and 2018. And on 27 September 2018, The Department of Health awarded a plaque of recognition to the Province of Marinduque for maintaining its rabies-free status for the past six years.

On 16 December 2005, an Award of Excellence was also given to the Provincial Veterinary office by the AusAID FAO eradication Project DA Bureau of Animal Industry National FMD Task Force in implementing programs that eliminate and prevent Foot and Mouth Disease spread and incursion without vaccination.

On 6 June 2014, the team was recognized as a semi-finalist in Search for Outstanding Public Officials and Employees. The Committee on Presidential Lingkod Bayan and CSC Pagasa Awards awarded it.

In September 2014, the team received the Civil Service Commission Pagasa Award. It is given in the merit of the team’s commitment to ensuring the welfare of animals and wildlife species in Marinduque and other provinces. In the award, the team was also recognized as the first animal welfare group to set foot in the impact zone in Leyte after the onslaught of Yolanda through operation “Sagip Hayop,” where affected animals, including livestock, were rescued and preserved as a source of income and food. The initiative also saved millions of pesos for the government in terms of possible disease outbreaks. Furthermore, the award also recognizes the remarkable team dedicated to upholding animal welfare led them to initiate projects that protect various wildlife species from poachers and made Marinduque a rabies-free zone.

On 18 May 2016, by introducing an innovative out of the box approach, the team leader was recognized as an Outstanding Provincial Veterinarian by the Provincial, City, and Municipal Veterinarians League of the Philippines In recognition of his invaluable achievement and dedication to Provincial Veterinarian of the Province of Marinduque and for his dedicated and unselfish efforts for the interest of the veterinary profession. Subsequently, the Team Leader was also recognized by his alma mater (Central Luzon State University) as one of its outstanding alumni for his far from the ordinary, innovative works.

Implementation Timeline

In 2002, a radical approach to eradicating rabies by eliminating stray dogs was initiated. In 2004, the Marinduque Provincial Veterinary Office introduced and implemented the Marinduque Veterinary Fieldhospital delivering Veterinary mobile field service. In 2006, there were no reported cases of human mortality brought by rabies or animals infected with rabies.

In 2010, the modern spay and neuter program was implemented as a main component activity of the Marinduque veterinary field hospital to complement the anti-rabies program of the province with a scientific approach to controlling the dog and cat population. In 2012, The Province of Marinduque was declared by the department of health and the Bureau of Animal Industry as a Rabies free province. In 2013, partnerships, collaborations, technology, and equipment transfer were conducted with Japan International Cooperative Agency and Humane Society International. From 2014 to the present, due to national recognition and impressed local leaders, the office has increased its budget allocation and has been supported dearly to this day. Innovations and upgrades continue, and services are further developed and improved.


The program received positive feedback from clients, young veterinarians, local government veterinarians, companion animals, livestock farmers, and everyday citizens who availed of the services in the province while doing veterinary medical missions in other parts of the country. Here are some:

“A very reliable institution in terms of veterinary services, both in public service and wildlife rescue. This institution is a hallmark of advocacies that young and aspiring veterinarians can learn from. Even places far from urbanization learn about the importance of our wildlife and the whole environment with their community service. I learned a lot of approaches to wildlife rescue just by reading their posts. Having such an institution serve our community is something to celebrate and appreciate, as their advocacies are not easy to serve. We would like to send our deepest appreciation and gratitude to PVet Marinduque for continuing their advocacies and inspiring us young veterinarians.” – Dr. Cid Brent G. Aurelio, DVM, Veterinarian.

Albert Einstein once said, “You can never solve a problem on the level on which it was created”; you have to rise above it through innovation and creativity. This drive to innovate is characterized by the Provincial Veterinary Office of Marinduque and is exemplified by their Mobile Field Veterinary Hospital (MFVH). Population control of dogs and cats is crucial in effective Rabies control and prevention. As Marinduque is one of the few Rabies-free provinces in the Philippines, maintaining its status requires the cooperation of everyone. The ability to bring veterinary technical services to remote areas enhances the pet owners’ compliance with local ordinances. Here in Oriental Mindoro, pet owners were fortunate to have experienced the free spay and neuter services at the MFVH. The spay and neuter activity was a big hit here in Calapan City, Naujan, Victoria, and Puerto Galera municipalities. The MFVH served as a safe space to do surgeries; asepsis, crowd control, and surgical comfort are some factors that are achieved. However, it should be noted that without the talented and dedicated people behind the MFVH, it is just a tent. The good news is that the PVO Marinduque is generous enough to share the concept and technical skills. As a local government veterinarian, I have experienced first-hand how the MFVH operates and have been fortunate enough to join them in other provinces of MIMAROPA. Even our staff gained hands-on experience as the MFVH staff mentored them in various activities. We have embarked on having our field veterinary hospital because of our exposure to Marinduque’s innovation, and we hope to achieve the same level of expertise and service provision in our province. – Dr. Alfredo Manglicmot, Veterinarian 4 of the Provincial Veterinary Office of Mindoro Oriental.

The opportunity to be given my paw and cat vaccination is a relief for me as a recipient of the said initiatives from the Provincial veterinary of Marinduque; it helps me feel worried, for most of the dogs in our community are not vaccinated for quite some time. We sometimes pay more for vaccination if our dog bites someone. Still, because of the vaccination of the provincial veterinarian headed by Dr. Victoria and his staff, we are grateful because we will not seek in different municipalities to have our dog and cat vaccinated. They also do ligation surgery for owners who wish to make their paws and cats healthier. As one of the recipients, I am beyond grateful and hope this program will accommodate more people. Thank you so much to one of your recipients and our community here in Sta. Cruz Marinduque. More power and job well done. – Mr. Arjay Peneda, Baranggay Lapu-Lapu, Sta. Cruz Marinduque

The Veterinary Field Hospital/ Mobile Field Service conducted by the PVO of Marinduque was helpful, especially here in our province, where many in the community cannot afford to visit the clinic/office. Creating a setup like this is tiring but fulfilling once you see how many animals/pets your service and when you see those happy and thankful owners. So a big salute to the PVO for the job well done, and I hope more Provinces/ Cities will also see the benefits of having a Veterinary Field Hospital/ Mobile Field Service. – Ms. Irish Ann Revilla, Veterinary Student at Cavite State University

Name of the Organization

Quezon City Government

Name of the Office/Unit that leads the implementation of this best practice entry

Quezon City Health Department

Focus Area of the Best Practice

Strategy, Citizens / Customers

Date the best practice was first implemented

06 November 2017 – up to present

Summary of the Best Practice

The Community-Based Mental Health Program (CBMHP) of Quezon City is an integrated and comprehensive approach to delivering appropriate services to promote mental health in the community and provide services to those with mental illness. The program aims to promote a shift from hospital-based care to a community-based mental health care delivery system. This can be achieved by integrating mental health care in primary health care services; prevention, control, and treatment of mental illness at all levels; and promotion of mental wellness in the community.

The CBMHP ensures that mental health services are delivered by primary mental health care facilities that support or treat people with mental disorders in a home rather than a psychiatric hospital.

Community services:
  1. Mental health services integrated with primary health care in all the health centers of QC
  2. Diagnosis and initiation of treatment by specialists either in the hospital setting or in community outreach activities.
  3. Psychiatric wards of general hospitals (for scale-up)
Program Strategies:
  1. Capacity building of health center staff and community leaders
  2. Promoting mental health in the workplace and the community includes the Young Healthy Mind interactive learning for adolescents integrated with the Teen Walk To Health.
  3. Decentralization of patients from QCGH through the Mental Wellness Access Hubs (MWAH) facilities to provide psychotropic drugs in health centers.
  4. Outreach ‘mentoring’ sessions in the community for diagnosis and treatment of patients with mental disorders.
  5. Provision of Psychosocial support in HOPE Facilities and the community in lockdown areas.

Because of this initiative, Quezon City may yet be the only LGU wherein all the health centers can integrate mental health services in primary care. Thousands have already been reached through community activities in all city districts. At the moment, there are over 180 patients registered and receiving free medicines in barangay health centers.

The Challenge

The Philippine World Health Organization (WHO) Special Initiative for Mental Health conducted in 2020 shows that at least 3.6 million Filipinos are encountering mental health issues as the Philippines continues to face the COVID-19 pandemic. According to the Department of Health (DOH) Disease Prevention and Control Bureau, about 1.14 million Filipinos have depression, 847,000 are battling alcohol-use disorders, and 520,000 others were diagnosed with bipolar disorder.

Amid the increasing burden of mental illness, the country has limited human resources and mental health facilities. Furthermore, even fewer general practitioners are trained in managing common mental health problems. In addition, to support from healthcare services, people with mental illness require social support and care to enable them to be active community members.

Mental health care gaps between the supply and the demand for services always existed and were further magnified by the COVID-19 pandemic. Feelings of vulnerability, uncertainty, fear of death, stress, and isolation were experienced by most people, especially those who were quarantined.

In the Philippines, there needs to be a mental health registry that localizes patients. The exact burden of the disease in Quezon City can only be estimated. The Quezon City General Hospital (QCGH) reported 1,083 cases of accessing the OPS from June 2017-March 2018. Hospitals like the National Center for Mental Health (NCMH), East Avenue Medical Center (EAMC), Quirino Memorial Medical Center (QMMC), Veterans Memorial Medical Center (VMMC), UERM Medical Center, and Armed Forces of the Philippines Medical Center (AFPMC) have difficulty in identifying and reporting cases involving QC residents.

Mental health services in Quezon City have been highly specialized and institutionalized, but patient care has to continue beyond institutional facilities. Barangay Health Workers (BHWs) have identified mentally ill patients discharged from the hospitals with recurrence of symptoms because of lack of follow-up and inability to purchase maintenance medicines. Mental health services were not within reach of the residents, especially the poor and underserved. Hence, the need for a community-based mental health program–to make services within reach of the people.

Solution and Impact

The Quezon City CBMHP, was developed to integrate mental health into primary care and to make mental health services accessible in the community. The CBMHP Ordinance of the city was passed in 2015, way ahead of the Mental Health Act of 2018.

Innovative strategies cited in the city’s CBMHP ordinance include:

  1. Capacitating health center staff and community leaders
    • Training of BHWs and Barangay leaders on “Kalusugang Pangkaisipan,” a module developed by the Philippine Mental Health Association (PMHA) for community lectures on promoting mental health and erasing the stigma of mental illness.
    • Training of health staff on the Mental Health Gap Action Program (mhGAP) of the WHO.
  2. Health Promotion
    • Workplace – conduct of the Mental Health Summit, which is the “All is well” series in 2018 and 2019 for the Quezon City Health Department (QCHD) staff.
    • Community – “Kalusugang Pangkaisipan” lectures in health centers using flip-tarps reproduced by the city; Community-based Mental Health Handbook for Community Health Workers (CHWs)
    • Young Healthy Mind interactive learning for adolescents integrated with the Teen Walk To Health.
    • Decentralization of patients from QCGH.
  3. Mental Wellness Access Hubs (MWAH) were identified per district where psychotropic drugs are stored. MWAH doctors were assigned as coordinators for districts to facilitate patient referrals and care.MWAH facilities keep an inventory of medicines and maintain a Mental Health Registry.
  4. There are currently six functional MWAH facilities (one in each of the six districts of Quezon City).
  5. Mentoring sessions – outreach activities for patients with symptoms of mental illness conducted by health center staff in partnership with UNILAB, PMHA, and QCGH.
  6. Provision of Psychosocial Support in HOPE Facilities and lockdown areas, including services like Basic Services and Security (shelter, vaccines, food), Community and Family Support (inquiry desk), Focused Non-specialized services (psychological first aid, 112 helpline access), and Specialized services(referrals, MWAH psychotropic drugs, and teleconsultation)

Mental disorders are prevalent in all societies and create economic and social difficulties for the community. In the Philippines, the Mental Health Act was passed in 2018 – ensuring access of patients to mental health services at all levels of the national healthcare system.

In Quezon City, the program has been initiated ahead of the national law, and the city has been investing in its implementation for the past five years. Other communities must also prioritize mental health concerns and develop programs to address them. Here are the reasons we invest in integrating mental health services in primary care:

  1. Mental health disorders can lead to high psychosocial and economic costs for the community.
  2. Early diagnosis and treatment can decrease the disease burden of MH disorders*
  3. The treatment gap for mental disorders is big.
  4. Primary mental health care services are less expensive than psychiatric hospitals.
  5. Mental and physical health problems are interwoven
  6. Mental health care is important to address the needs of those with mental disorders and promote the mental health of all people.

The risk for mental illness spares no one, as experienced during the pandemic. An effective program must be tailor-made and focused on meeting the needs of a specific community. Barangays all over the country have health facilities where mental health services can be integrated with proper training of health workers. To improve health-seeking behavior and prevent stigma, residents must be taught to see mental illness as important as any other disease being treated in health centers.

The DOH and other agencies can be engaged to provide technical and funding support for training, health promotion materials, and medicines. The initiative, though, has to come from the community creating an opportunity to strengthen health governance.

Review/Next Steps Planned

While the CBMHP of QC is focused on promoting MH in the community, other sectors of society also have mental health needs that must be addressed.

  1. In scaling up, there are plans to expand the CBMHP services:
    • Expand and institutionalize the outreach ‘mentoring’ activities through the “Adopt a District” project by hospitals in Quezon City, wherein a regular quarterly activity will be conducted per district. This project will eventually expand the network of facilities included in the decentralization of patients for integration into the community.
    • While there are challenges to the limited outreach schedules on community lectures, online materials must be developed to increase reach in integrating MH promotion in health centers.
    • For continuity of care, an acute inpatient service can be established in any of the LGU hospitals, providing pediatric psychiatric services.
    • Organize a community support group to be an advocate for promoting mental health in the community. This may be composed of but not limited to family members of patients with mental illness.
    • Screening for anxiety and depression in the health facility aligned with the risk assessment of adults 20 years old and above.
    • The challenge in reporting is that MH services in institutions are available to all, not only to Quezon City residents. A policy must be developed with the institutions to facilitate more comprehensive and accurate data collection.
  2. Adopting other provisions of the Mental Health Health Act:
    • Workplace – The MH program developed by CSC needed to be implemented in public offices and will be piloted in QCHD. Currently, QCHD is being assisted by a psychologist and will be utilizing a screening tool for depression and anxiety for health workers returning from quarantine.
    • Schools – There needs to be an improvement in the capacity of the Schools Division Office to implement the ”We care for your Mental Health” program in all the public schools in the city. This is being piloted in District 4 before its full implementation.
    • Suicide Prevention Strategy – A crisis management program framework needs to be developed in the city, including setting up a crisis hotline in collaboration with DOH and NCMH.


The CBMHP of QC has achieved the following since its implementation:

  1. Training of 51 doctors, 83 nurses, and 14 midwives on WHO Mental Health Gap Action Program – with all health centers having at least one trained staff. All health centers in QC may integrate MH services in primary care. Training of 300 Barangay Health Workers on “Kalusugang Pangkaisipan” of PMHA so they may conduct lectures on MH care and recognize symptoms of mental illness.
  2. Health Promotion activities:
    • For the Staff:
      • “All is Well” series for QCHD staff – 600 attendees on lectures on depression and stress management.
      • Online webinar series on self-care and stress management – 221 frontline health workers attended at least one session.
      • Psychosocial counseling group session for health responders. 13 sessions with 118 participants, including doctors, nurses, contact tracers, sanitation staff, and BHERT members.
    • For the Community:
      • Regular monthly pre-clinic lectures on “Kalusugang Pangkaisipan” were conducted in health centers with approximately 20 participants per session.
      • ‘Young Healthy Mind’ interactive learning for adolescents participating in Teen Walk to Health activities. Fifty-two sessions were conducted from 2017 to Q1 of 2020, reaching 6,488 adolescents. An online version was piloted in the Teen Health Quarter (THQ), and four sessions were conducted with 49 participants.
  3. Conducted 4 “Mentoring” Outreach activities, where 71 patients were seen and continuing medications
  4. Hospitals, especially the LGU-owned QCGH, were engaged in integrating MH care in the community through coordination with MWAH facilities. A total of 182 patients are registered in the city and receiving free maintenance medicines.
  5. During the pandemic, psychosocial support was provided to 38,440 patients in 12 HOPE facilities, with basic services like temporary shelter and food. Affected lockdown areas, with 20,995 families and 60,362 individuals given community and family support through the provision of inquiry desks, access to medical services, and vaccines.


  1. Patients with mental illness in the community for care and maintenance of medicines. One patient in a Mental Wellness Access Hub verbalized that:
    • “Mas mabilis akong gumaling dito kasi kasama ko ang aking pamilya at meron akong gamot…importante yung gamot…Malaking bagay po na hindi natitigil (ang gamot)… di na po ako irritable… di na natatakot at nakaka-imagine ng nakakatakot.”
  2. With health workers in the field, the program started with the “All is well” series. The conduct of this activity was not pushed through during the lockdown. The program opted to provide online psychosocial services in partnership with Philippine Mental Health Association (PMHA). Health workers were able to avail of these services. Feedback was positive:
    • “I had simple expectations from the counseling with psychologists, and it was just to have some simple quality time to listen to a pep talk with experts. But I gained a lot more. Though I came late because of a work conflict, it was a spontaneous unloading of pent-up emotions and uncertainties since the pandemic changed our world and work scenario. It was cathartic to speak about what I valued more while in the midst of the pandemic. Though, as a public health worker, doing service was the call of duty, it was also a time to love myself (self-preservation), and I learned from the counseling team that it was alright to cry and be sad, to stop and rest awhile and to speak up for oneself when our mental stability was being threatened. It was also a time to be reminded that nothing on earth is permanent, that change would bring in the new normal, and that, as human beings, we should move forward to adopt a post-pandemic defense mechanism. I would like to commend them for coming in at the most opportune time, as we need strangers to just listen to our thoughts on the challenges of the pandemic. Thank you, as it cleared many unnecessary burdens from my mind.”
    • “Group session was very welcoming and intimate with a feeling of privacy; thus, participants could express their present feelings well. I connected my personal experience to how everyone felt and was happy to have shared it. Time seemed short because sharing was fun and helpful.”

Since Quezon City is the first LGU in NCR that enacted an ordinance and implemented strategies, this is being benchmarked by the regional DOH Mental Health Program.

Name of the Organization

Philippine National Police

Name of the Office/Unit that leads the implementation of this best practice entry

Manila Police District Mobile Force Battalion

Focus Area of the Best Practice

Operations, Basic Services

Date the best practice was first implemented

24 October 2018 – up to present

Summary of the Best Practice

In their bid to reduce the crime rate and illegal activities in their jurisdiction, the Manila Police District (MPD) has been implementing the MPD Mobile Library project, Ang Guro Kong Pulis. The project aims to provide basic social welfare services through non-formal education to Children in Conflict with the Law (CICL), street children, and indigent minors. Since its implementation, the project has received much recognition and has been replicated in many areas.

Background of the Problem

Prior to the implementation of the project, MPD has seen through its regular patrolling and personal experiences that many street children and CICL are begging, doing unsolicited car washing, serving as illegitimate parking attendants, and illegally vending along the areas of Roxas Boulevard, Malate, and Ermita. Meanwhile, they have also used the areas of Taft Avenue and Baywalk as areas to converge, sleep, and do other types of illegal activities. Their presence in these areas can be attributed to a lack of an effective strategy from the local government unit (LGU) and the MPD.

And although the LGU in tandem with MPD have already been conducting regular rescue programs for street dwellers across the entire City of Manila, their effort has not been enough as the rescued street dwellers would return to those areas after they were released from LGU Rescue Center. After all, the Rescue Center cannot accommodate all of the rescued individuals due to a lack of manpower, the burden of such logistics, and the lack of other resources required.

During dialogues with members of CICL and through our investigations, we found out that a majority of our target audience are also “solvent users” or are inhaling illegal chemical substances, engaged in gang rivalry—and potentially violence, robbery, and the women, in particular, have also been engaged in prostitution.

Solution and Impact

To reduce the crime rate, the MPD Mobile Library Ang Guro Kong Pulis project was established on 24 October 2018. It hoped to achieve its objective by providing basic social welfare services through non-formal education to CICL, street children, and disadvantaged minors.

Before implementation, MPD conducted an area study and a survey of affected CICL and non-affected street children to identify their needs. They devised a plan in collaboration with higher education institutions and government agencies.

For the project’s actual roll-out, the unit’s issued troop carrier vehicle was converted into a mobile library outfitted with detachable bookshelves. As time progressed, an LED TV, a laptop, and some rechargeable speakers were added to the mobile library to make the learning activity more interactive.

The project is implemented every Wednesday and Friday along Malate Baywalk, Roxas Boulevard, Luneta Park, and the Ermita area. Every day, they could accommodate about one hundred fifty (150) beneficiaries who belong to the poorest of the poor. Beneficiaries ranged from 5-year-olds to 19-year-olds.

Aside from the regular police teachers, there have also been volunteer students, teachers from private schools, and private individuals who have provided teaching services. NGOs have also provided sponsorships such as medical, dental, feeding, and outreach activities. The project has also received donations such as LED TVs, toys, sports supplies, school supplies, and groceries, all of which have been used to supplement their services.

Overall, the MPD has considered the project a success since its commencement. It has been so successful that—although sessions are only held twice a week, they have considered conducting more frequent sessions as they have seen demand from the students. Moreover, students of the project and their parents have also expressed that this is a rare opportunity where they felt the support of the LGU, and they were incredibly grateful for the basic services and donations are given through the mobile library. Likewise, this uplifted morale has led MPD to consider the presence of police teachers an effective tool in crime prevention.

Because of its proven success, the project has also engaged in a replication process that inspires other groups to do the same. Notable examples include the Alegado Foundation based in the United States, The Philippine National Police-Special Action Force-Special Action Companies (PNP-SAF-SAC) 55, SAC 61, The Philippine Army 68 IB, and The Philippine Marine Battalion Landing Team 1 in the areas Sulu, Tawi-Tawi, and Negros Oriental, and with PNP Region 10 in areas such as Bukidnon, Lanao del Norte, Misamis Occidental, and Cagayan de Oro. Notably, the project was replicated by PNP Region 10 to see its effectiveness in countering local armed conflict.

In replicating the project in other areas, most PNP units adopted the same concept: their issued mobile vehicles were also converted into rolling libraries. On the other hand, the Philippine Army and Philippine Navy converted their large vehicles into mobile libraries. Crucially, in Mindanao, the PNP SAF, Philippine Army, and Philippine Marines rolled out their projects in far-flung areas, in the homes of ethnic people, and areas of local armed conflict.

Over time, the MPD has also adopted the project as part of its service of providing non-formal education. It also serves as a pipeline for students to eventually enroll in formal education under the Alternative Learning System established in partnership with the Department of Education (DepEd) Manila. In June 2019, the MPD Alternative Learning System was launched, and it started with 40 students from former students, other less fortunate constituents, and CICL.


The project received recognition from the National Capital Region Police Office’s (NCRPO) Press Club 3rd Anniversary Special Awards for Innovative Programs. It was awarded by none less than the NCRPO Regional Director PDIR Guillermo L Eleazar. The project’s representative was also invited as a Guest of Honor and Speaker and to be the recipient of recognition from the University of Santo Tomas Volunteers for United Nations Children’s Fund (UNICEF). And also, during the celebration of Manila Police District 2019 Culmination of Police Community Relation Month, Police Brigadier General (PBGEN) Vicente D Danao Jr bestowed the program as Best Practice of the Year. Likewise, it was also recognized by the NCRPO as the 2019 Best Practice of the Year.

Name of the Organization

Department of Social Welfare and Development Field Office VIII

Name of the Office/Unit that leads the implementation of this best practice entry

Regional Resource Operations Section (RROS) under Disaster Response Management Division (DRMD)

Focus Area of the Best Practice

Strategy, Operations, Management and Perspectives on Productivity and Quality

Date the best practice was first implemented

5 March 2018 – up to present

Summary of the Best Practice

Regional Resource Operations Section (RROS) of the Department of Social Welfare and Development (DSWD) Field Office VIII is changing the game in emergency response. Since 2018, the field office has been implementing the Family Food Packs (FFP), which introduced the following innovations:

  • Transition from plastic bags to Family Food Pack boxes
  • Installation of racking systems
  • Use of the assembly line method and rollers

Altogether, these innovations improved how FFPs were packaged, produced, and stored and are currently being implemented at RROS.

During emergencies, especially during post-disaster response, the FFPs become a common sight to affected families, who often depend on these boxes for survival, as these boxes contain enough food to feed a family of five for two to three days.

As the chair of the Food and Non-Food Item (FNFI) Cluster of the National Disaster Risk Reduction and Management Council (NDRRMC), DSWD is responsible for the production, storage, and distribution of these FFPs. And true to its commitment, DSWD has indeed produced and distributed these relief items where they are needed–from the Yolanda-ravaged communities in 2013 to the highlands of San Jose de Buan in 2019, and even to the locked-down municipality of Burauen during the middle of the COVID-19 pandemic, FFP made a difference.

It all started when the Department of Social Welfare and Development’s RROS under the Disaster Response and Management Division (DRMD) thought of a response to DSWD’s Administrative Order 01, Series of 2018. RROS was responsible for ensuring the availability, accessibility, and readiness of resources, food and non-food items, and the administration of necessary support before and during disaster operations. The RROS is further subdivided into the Warehousing and the Donations Unit.

The Challenge

A few years ago, DSWD FO Vlll’s FFPs were packed in plastic bags. The production process needed to be more streamlined. All raw materials (canned goods, rice, coffee, etc.) would be placed on low tables. Volunteers and DSWD workers would gather around these tables, sort and place these raw materials into plastic bags marked with the DSWD logo. After repacking the food items into FFPs, these plastic bags would then be placed inside a sack and then stacked on top of pallets and on top of each other. Each sack was then marked with the production date and the expiration date. The expiration date was based on the food item with the nearest expiration date. Using this information, it became easier to plan which sacks should first be distributed.

This method required plenty of effort and was slow and exhausting. The goods were more susceptible to damage due to compression in the stacking and were not environment-friendly due to the heavy use of plastic materials.

Solution and Impact

The evolution of Family Food Pack (FFP) from plastic to carton boxes did not happen overnight. Gradual improvements had to be implemented in stages.

Stage 1: Transition from Plastic Bags to Boxes (2018)

The transition from plastic bags to boxes started in 2018 when DSWD FO VIII outsourced boxes from DSWD Field Office X, 51,777 pcs of slotted carton boxes costing Php1,967,526.0–a considerable Savings generated by the department since those were considered extra boxes of Field Office X.

Stage 2: Installation of Racking System (2018)

By mid-2018, DSWD acquired a racking system, a storage solution designed to stack materials in rows with multiple levels, which was handed over when the local branch of the International Organization for Migration (IOM) shut down its office. This paved the way to generating another savings of Php 231,034.40 for 20 sets of racks. Resulting in easier storing of relief items, protecting contents from stacking pressure and extra storage space available for more FFPs and raw materials.

Stage 3: Assembly Line Method and Rollers (2018-2019)

Taking inspiration from the National Resource Operations Center (NROC) in NCR and Visayas Disaster Resource Center (VDRC) in Cebu, RROS implemented an assembly line method.
Using this method, repackers would stand alongside the table, FFPs would be pushed from one end of the table to the other, making small stops along the way and sealed by taping the boxes.
This streamlined system sped up the process and more FFPs were produced. However, this method had one challenge as this entails more effort in pushing the boxes along the table.
RROS devised an alternative solution through recycling materials (PVC Pipes, ball bearings, found steel, nuts/bolts) to create a fully functional Do-It-Yourself (D.I.Y) roller system. This effectively reduced strain on the part of the repackers, making the process smoother.

Performance and Results

These innovations resulted in more efficient production, storage and delivery of the FFPs, as follows:

  • More environmentally-friendly. Due to the switch to boxes, DSWD was able to reduce the usage of plastic.
  • Easier identification of the DSWD brand. Beneficiaries are easily able to differentiate between relief items from the LGUs and OSWO through the packaging.
  • Boxes are more secure. Once sealed, beneficiaries are assured that the relief items packed at the RROS are exactly what they will receive. Boxes also prevent accidental spillage of relief items due to rough handling during relief operations.
  • Easier organization and storage. The FFP box is stackable up to 100 FFPs per pallet, enabling easier storage compared to plastic bags.
  • Vertical storage frees up floor space. Due to the racking system, FFPs are stored vertically increasing Storage Capacity and meeting the required minimum of 20,000 FFPs. (See Annex I)
  • Faster production of FFPs. Increased number of FFPs produced in a day reaching new heights at 5000 FFPs (during Odette Relief Operations)–double the previous production figures.

This ingenuity has already caught the attention of several DSWD Field Offices and Local Government Units.

In July 2019, RROS staff participated in the 2nd National Resource and Logistics Management
Conference held in Cebu City, where each DSWD Field Office across the country presented its Best Practices. Later that year, these innovations were also featured during DSWD NCR’s benchmarking activity, where a visit to inspect these innovations at RROS.

In 2020, RROS was invited as a resource agency by the Provincial Local Government Unit of Western Samar for the training of Municipal Social Welfare and Development Officers (MSWDOs) and Municipal Disaster Risk Reduction and Management Officers (MDRRMOs), imparting these best practices, encouraging them to replicate at the local level.

Insights of these innovations were also put into practice during the augmentation of the relief operations related to the Cotabato earthquakes last October 2019. RROS assisted in organizing the arrival of relief items and donations from various DSWD Field Offices and other agencies.

These innovations are incorporated in the Operations Manual for the Disaster Response Management Division, aiming to achieve full mechanization in the efficient production of FFPs and provide quality relief items for its dependents.


Last January 2022, the good practice documentation “Nang Dahil sa Kahon” of DRMD Field Office VIII gained recognition when it was awarded as the Best Knowledge Management Initiative under the Innovation Category of the 2021 Program on Awards and Incentives for Service Excellence (PRAISE) Awards.

In July 2019, DSWD FO VIII also gained recognition when it won the Over-all Winner in Good Practice Presentation on Resource and Logistics Management during the 2nd National Resource and Logistics Management Conference held in Cebu City participated by the DSWD Field Offices across the 17 Regions in the Philippines.

RROS was also invited in 2020 as a resource agency by the Provincial Local Government Unit of Western Samar for the training of Municipal Social Welfare and Development Officers (MSWDOs) and Municipal Disaster Risk Reduction and Management Officers (MDRRMOs) from the province and imparting these best practices, encouraging them to replicate at the local level. Another LGU, the Municipal Government of Catarman, Northern Samar, is currently arranging with the RROS for the conduct of a similar training this August of 2022.

These innovations were also practiced during the relief operations for the families affected by the Cotabato earthquakes last October 2019 during the augmentation for the relief operations, providing technical assistance in organizing and proper storage of relief items and donations.
Furthermore, these innovations are continually being implemented as RROS enlarges its operations in 2019 when the new warehouse in Palo, Leyte was opened.

These new innovations are also incorporated in the Operations Manual for the Disaster Response Management Division in the pursuit of full mechanization in producing FFPs ensuring efficiency and providing quality relief items to families who depend on them after disasters.


The continuous improvement of the operations of RROS in producing FFPs gained positive feedback from beneficiaries who witnessed the transformation of FFPs distributed in the aftermath of typhoon Yolanda to its latest and more dignified form.

“Isa akong survivor ng bagyong Yolanda at yung bagong dating na bagyo, yung bagyong Odette. Nakatanggap ako ng relief goods mula sa DSWD Regional Office. Para sa akin, dati, di natin alam kung yung mga ipinamigay mula sa DSWD Region, di natin alam kung binawasan, dahil kapag naka-box siya, malalaman agad kapag binawasan kasi selyado siya ng packing tape.” – Nanay Lenny (Yolanda Survivor 2013 and Odette Survivor 2021)

“Ayos naman, mas maganda ko yung ngayong naka-box kasi selyado talaga siya hindi na makakasabing kulang.” – Nanay Yolanda (Yolanda Survivor 2013 and Odette Survivor 2021)

More so, the innovations applied yielded improvements of how FFPs are stored to ensure the quality and further increase the number of FFPs produced and stored through the Racking System and in speeding up the production through the Assembly Line Method and Rolling System.

“‘Yung storage dati, nilalagay lang yung paleta sa floor. Di talaga kami nakaka-storage ng marami kasi limitado lang ang lugar. Tapos ngayong may racking system na tayo, nakakapag-storage na tayo ng mas marami. Nama-maximize na natin yung lugar. Mas marami na yung goods na pwede nating i-stack at mas mabilis mag-store, mabilis bilangin at mabilis na rin ang pag-imbentaryo,” said Mark Anthony Tabones, Project Development Officer (Logistics).