Category: Citizen-centered Services

The DROMIC Virtual Operations Center (Virtual OpCen) is an online facility of the Department of Social Welfare and Development (DSWD) through the Disaster Response Management Bureau (DRMB) that offers access to a comprehensive collection of data and information on the agency’s disaster preparedness and response efforts. Through this online facility, DSWD’s advocacies and efforts before, during, and after disasters are made available to the general public through the use of popular information and communication technologies (ICTs) that facilitate transparency and good governance, while securing and promoting the welfare and safety of everyone during disasters.

Background and Problem

The DSWD, as Vice-Chair for Disaster Response of the National Disaster Risk Reduction and Management Council (NDRRMC), has long recognized that accessible, accurate, and up-to-date data and information are essential in disaster risk reduction and management operations. The availability of these data and information before, during, and after a disaster is critical in the improvement of DSWD’s institutional mechanisms for effective and efficient disaster response. In the same manner, the availability of the same data that the public may use to improve its preparedness in events of disasters and calamities cannot be regarded with less importance. With this in mind, the agency established a critical step towards the continual improvement of its disaster response mechanisms by creating its Emergency Operations Center for disaster response and its online version, the DROMIC Virtual Operations Center (DROMIC Virtual Opcen) which is accessible via the internet.

Solution and Impact

The DROMIC Virtual OpCen is an information management system that offers a collection of comprehensive, reliable, and open-access information that comprises datasets, maps, predictive analytics, reports, and other information that ensure transparency in the agency’s decision-making and mandate implementation. It features two platforms that enhance effective, prompt, and benevolent disaster response and encourage citizen participation and government accountability: the e-Reklamo Complaints Management Ticket System and the Registry of Disaster Responders. The first is a citizen-focused mechanism that allows the public to report grievances and observations, and to seek redress and justifications of actions from the agency. The second, on the other hand, is a strategy to maximize skill-sets that may be tapped in carrying out disaster response by requiring its Central and Field Office employees to register as members of its Quick Response Teams (QRTs).

Milestones

Since the Virtual OpCen remains a relatively new project, the Disaster Response Operations Monitoring and Information Center (DROMIC) that manages this platform is still in the process of improving features, content, and reporting mechanisms for disaster response. Currently, workshops and trainings are underway to introduce this initiative to DSWD Field Offices in order to explain their roles and responsibilities in making the project work, and to equip them with skills to operate DROMIC services and to contribute to its information system. Below are recent activities conducted by DROMIC in relation to the Virtual OpCen platform:

  1. Capacity-buildings for DSWD Central and Field Offices that operate the virtual services offered by Virtual OpCen.
    1. DROMIC Training and Consultation Workshop for the Enhancement of Disaster Reporting System, Batch 1 (July 31 to August 2, 2018). The training-workshop targeted City/Municipal Action Teams (C/MATs) to orient them on DROMIC Guidelines and assist them in preparing systematic reports during disasters and emergencies.
    2. DROMIC Training and Consultation Workshop for the Enhancement of Disaster Reporting System, Batch 2 (August 8 to August 10, 2018). The training-workshop targeted NCR LGU Disaster Focals to assist them in establishing a reporting system, and DROMIC team of Field Office-National Capital Region (FO-NCR) who will lead in reporting during disasters and emergencies.
    3. DROMIC Summit 2019
      • DSWD, as the lead disaster response agency in the country, piloted its first Disaster Response Monitoring and Information Center (DROMIC) Summit on April 8 to 12, 2019 at Pinnacle Hotel, Davao City.
      • The event was participated by DROMIC focal persons across all DSWD regional offices whose responsibility centers on information-sharing, team formation, enhanced coordination and standardization of operational procedures. It was correspondingly participated by the DROMIC Central Offices (COs) and Field Offices (FOs) personnel, DRMD Heads and representatives from other cluster members, and private agencies.
      • With the theme, “Enhancing Community Resilience through Innovations in Information Technology and Data Sharing,” the DROMIC Summit 2019 aimed to strengthen the disaster information management system of the DSWD by enhancing the knowledge and skills of disaster response personnel. Some of the topics discussed in the event were about disaster data gathering, monitoring, coordination, information communication and technology (ICT), and data analytics, among others.
      • It was organized by the Disaster Response Management Bureau (DRMB) which leads to the management of disaster response information and emergency operations of the Department.
  2. Training on the Use and Operation of INMARSAT-donated Equipment for Rapid Emergency Telecommunications Team (RETT).

Having received telecommunication equipment donation from UK’s INMARSAT, five (5) DSWD field offices underwent capacity building to learn how to operate the telecommunication equipment. This pilot-testing phase formed part of the mobilization of RETT, a component of the Virtual Opcen that will support the communications, electronics, and information needs of disaster managers and populations affected by disasters.

Summary

The Aklan Consignment System (ACS) was conceptualized in 2014 in response to the growing need of essential, affordable and quality medicines in local hospitals under the jurisdiction of the Provincial Government of Aklan. It was initiated by the Economic Enterprise Development Department (EEDD) to improve on the existing consignment system of the Provincial Government of Negros Occidental. A more decentralized system was installed by organizing the Hospital Consignment Committees (HCCs) in the different government hospitals across the province. Under a decentralized consignment scheme, the old, circuitous bureaucratic processes are eliminated allowing hospital management to readily respond to the needs of clients.

Background and Problem

The inadequate availability of medicines pervaded in the hospitals was caused by the tedious procurement process. In five years, the ACS aims to achieve the following objectives:

  1. Enable easy access to essential, affordable and quality medicine, particularly for indigent patients;
  2. Boost compliance to the No Balance Billing (NBB) policy of Philhealth;
  3. Improve client satisfaction
  4. Reduce appropriations and operational expenses in hospitals
  5. Generate additional revenues for hospitals

Solution and Impact

Government hospitals in Aklan have been beset with logistical and operational problems due to inadequate supplies of essential medicine largely due to budgetary constraints. The ACS was conceptualized in response to the growing need to improve the delivery of health care services. After benchmarking the consignment system of Negros Occidental, a technical working group was organized, comprised of representatives from the EEDD, accounting department, and health department in order to formulate the proposed ordinance, implementing rules and regulations and other documentary requirements. The following activities were undertaken:

  • A series of engagements conducted in hospitals to cascade the operational details of consignment.
  • Pharmacists and other hospital staff dispatched to Negros Occidental to obtain first-hand information on the implementing details.
  • The technical working group constituted to craft the implementing rules and regulations.
  • The Hospital Therapeutics Committee was activated and mobilized to identify medicines to be consigned, preferably those that are fast moving.
  • The Consignment Advisory Committee was constituted and the Hospital Consignment Committee was organized in each hospital.
  • A monitoring scheme was installed through the Consignment Inspection Team/Committee.

Results

  • The availability of essential medicine was sustained
  • The ACS was instrumental for the hospital to comply with the No Balance Billing (NBB) policy of Philhealth
  • Client satisfaction improved
  • Out of pocket expenses have been remarkably reduced
  • Hospital operational expenses and appropriations was reduced

Milestones

  • Increased hospital revenues with a net balance of Php 56.3 M from a seed money of Php 12.5M
  • Improved compliance to NBB from 42% in 2016 to 83% in the first semester of 2019
  • Sustained availability of essential drugs, medicines and supplies in hospital pharmacies
  • Improved client satisfaction

Next steps

  • Consignment of laboratory supplies
  • Consignment of radiology supplies
  • Establishment of satellite pharmacy in Doctor Rafael S. Tumbukon Memorial Hospital dedicated for consigned medicines
  • Consignment of oxygen supply
  • Encourage multinational drug companies as registered consignors under the ACS to further decrease the cost of drugs and medicines in hospitals

Summary

The Jail Drug Clearing Operation aims to eradicate the existence of illegal drugs and drug-related activities in jails. It shall conduct of the following activities:

  1. Drug testing of Persons Deprived of Liberty (PDL) and personnel;
  2. Search and seizure operation in jails;
  3. Advocacy campaign; and
  4. Subjecting PDL and personnel involved in illegal drug activity and/or tested positive in using dangerous drugs to appropriate disciplinary and administrative proceedings to include the filing of a criminal case when necessary

The program was initiated by the then chief, BJMP Jail Director Deogracias C. Tapayan. It was patterned after the Barangay Drug Clearing Operation of the Dangerous Drugs Board. The best practice was initiated through a Memorandum of Agreement between the BJMP and Philippine Drug Enforcement Agency (PDEA) wherein both agencies agreed to conduct jail drug-clearing operations in accordance with the agreed operational strategy. Unlike in the Barangay Drug Clearing Operation where people involved in illegal drugs are either arrested or allowed to undergo rehabilitation, the Jail Drug Clearing Operation focuses on the search and seizure operations of illegal drugs in jails as well as drug tests of personnel and PDLs and the conduct of anti-illegal drug advocacy campaign. The Jail Drug Clearing Operation was started on 29 May 2018.

Background and Problem

The objectives of the program are the following:

  1. To make BJMP jails drug-free or drug-clear facilities;
  2. To ensure safety of PDL, personnel and visitors from the ill effects of illegal drugs; and
  3. To support the president’s Anti-Illegal Drug Campaign

Contraband proliferation has been a perennial problem of the Jail Bureau. Illegal drugs are one of the most common contraband. Illegal drug use and related activities bring about a host of security issues that hamper development of PDL, security maintenance and personnel performance. In consonance with the anti-illegal drug campaign of the government and in order to address above-mentioned problems, the Jail Bureau initiated the Jail Drug Clearing Operation.

Solution and Impact

Jails are vulnerable to proliferation of contraband such as illegal drugs. PDL, visitors and personnel may be involved in illegal drug activities. Intercepting illegal drug couriers in jails, or apprehending possessors, devising appropriate intervention measures for PDL or personnel, filing of criminal and administrative cases, if circumstances warrant, are the vital activities of the Jail Drug Clearing Operation. An Oversight Committee, chaired by the Regional Director of the PDEA, one Vice-Chairperson and three members namely, the Regional Director of Department of the Interior and Local Government, Regional Director of BJMP, Regional Director of Department of Health and a local government unit Chief Executive, shall decide if a jail facility has become drug-free or drug-cleared after complying with certain parameters. Through the aid of the BJMP Drug-Free Workplace Committee, the Oversight Committee shall also identify and classify the drug-affected and drug-unaffected jails through the conduct of a drug testing campaign among personnel and to at least 20% of the total PDL population, coupled with a search and seizure operation. If a PDL or personnel tests positive for drug use, or if dangerous drugs get recovered during a search operation, such jail shall be classified as drug-affected and shall be subjected to a jail drug clearing operation, which conducts the same process for three consecutive months. The jail will only be reclassified as drug-unaffected if succeeding drug tests for PDL and personnel turns out negative as well as a zero confiscation of dangerous drugs. Further parameters should be adhered to before being qualified as a drug-free facility. Since the implementation of the program, jails have been under regular surveillance to ensure the attainment of the drug-cleared/drug-free facilities.

Milestones

As of July 2019, there have been 179 jails certified as drug-free and 3 have been declared as drug-cleared out of the 416 BJMP jails nationwide. The operation ensures a safer and more secured environment for PDL, visitors and personnel from the effects of dangerous drugs. The next steps include the continuous monitoring of drug-free jails and the conduct of drug clearing operations in drug-affected jails.

Indonesia’s PetaBencana.id is the first online tool that harnesses the power of social media reporting to produce real-time maps of urban flooding. This integration of local knowledge to a single, robust platform provides a comprehensive overview of disaster events that helps government agencies, humanitarian organizations, and ordinary citizens make informed decisions in times of disasters and emergencies.

Background and Problem

Greater Jakarta, the second-largest megacity in the world, has a serious flooding issue that affects the lives of about 30 million people. These floodings, which occur most often during monsoon seasons, are intensified by existing vulnerabilities of the city (i.e. continuous sinking at 6 cm every year; rapid urbanization and population expansion) and threats of climate change). It does not help that technical government agencies find it difficult to model the city floods because of the city’s complex water system and tropical weather conditions. As a result, disaster risk managers lack sufficient and accurate information for planning and designing interventions. People lack adequate knowledge of flood situations as they develop.

Solution and Impact

PetaBencana.id, initially named as PetaJakarta.org, took inspiration from the fact that the large metropolitan area of Jakarta has one of the highest concentrations of Twitter users in the world. Developers of the project observed that when flooding occurs, the flow of information from social media networks predates official warnings and people at the grounds level have the most accurate information to flood situations as these incidents develop. Realizing that there is potential behind social media mechanism and the flood data they generate, developers of PetaBencana.id decided to complement this mechanism with scientific data from hydraulic sensors to create real-time models and maps of flooding. But how does PetaBencana.id work in reality? When someone tweets “banjir” (flood) or tags @PetaJkt, the system behind the platform automatically reacts and confirms the tweets with geotagged photos. The platform then cross-checks and consolidates all incoming reports with official data from the city government to produce an up-to-the-minute, online flood map that will be released to the public. It uses “CogniCity”, a free and open-source software application that can produce visualizations at the megacity scale using social media information. As an innovative tool, PetaBencana.id has aided millions of Jakarta residents in making time-critical decisions about safety and navigation during flood events. The platform significantly helped BPBD in terms of effectively monitoring flood events, improving emergency response time, and cascading time-critical emergency information to the public. The fact that it was able to facilitate greater information-sharing and data coordination between government agencies and residents suggests that it also contributes to promoting equitable and collaborative resilience to climate change.

Milestones

PetaBencana.id has made a convincing track record as a disaster information crowdsourcing platform that can effectively contribute to the reduction of flood risk and speeding up of relief efforts. Since its inception in 2013, the initiative has been recognized in several international recognitions such as the 2015 World Disaster Report of the International Federation of the Red Cross and the 2016 Federal Communication Commission of the United States. To sustain its growing network of active resident reporters and stimulate effective sharing of disaster information, PetaBencana.id partners with academic institutions and local emergency units within the city in organizing workshops and outreach events to familiarize its potential networks of the system’s mechanisms and to encourage them to use PetaBencana. Currently, PetaBencana.id is undergoing systems upgrade to incorporate mechanisms for other additional hazards and other geographies in Indonesia.

The Central Communications and Emergency Response Center (Davao City Central 911) is a 24/7 local emergency response system of the Davao City Local Government Unit established to provide a centralized and integrated system that links the government’s resources to promote immediate, effective, and coordinated delivery of emergency response services.

Background and Problem

The history of Davao City Central 911 can be traced back to 1997 when the City Government of Davao and the Davao Light and Power Company undertook a partnership to put up the Davao City Street Lighting Project which mobilized lighting of the streets and alleys of Davao City to curb the rising incidence of crime during the period. The lighting project worked under the assumption that crime and criminality breed under a culture of darkness, hence, the project was designed to promote a sense of security in the city. A breakthrough feature of the project was its proficiency at accurately defining the exact location of light poles through the Power-One program, a Geographic Information System (GIS) that the company developed. Former Mayor Rodrigo R. Duterte deemed such technology a “potent instrument” to aggressively fight criminality and so in the next few years, the Davao City Government and Davao Light continued working together to further develop the project and integrate Davao Light’s GIS in the LGU’s campaign for a more peaceful and orderly city.

Solution and Impact

When Davao City Central 911 was finally set up in 2002, it was designed as a call-and-dispatch center that connected assistance-needing residents with its own emergency resources through the existence of five operational units, namely: Emergency Calls Answering Point and Dispatch (ECAP-D), Emergency Medical Services (EMS), Urban Search and Rescue (USAR), Fire Auxiliary Services (FAS), and K9 unit. The integrated system for safety and security under the Public Safety and Security Command Center (PSSCC) paved for the installation of about 190 surveillance cameras in various points to monitor crimes and accidents and to manage traffic situations. The residents’ mobile access to Central 911 was facilitated through the LGU’s partnership with telecommunication companies such as the Philippine Long-Distance Telephone Company (PLDT), Bayantel, Globe Telecom, Smart Communications, and Sun Cellular. In the same year, Central 911 was also successful in upgrading Davao Light’s GIS software so that it already fits the technological requirements of Davao LGU for its peace and order campaign. The Emergency Calls Answering Point and Dispatch, at that point, can already facilitate tracking both the locations of distress calls and the nearest responders. It also added features for capturing, storing, and recalling data in an electronic database. Through the integration of all available emergency resources into one emergency response system, the LGU ensured faster delivery of emergency services and reporting of crime incidents in the city. Residents in need of assistance were able to immediately summon responders to the scene of the emergency. They were also given a platform where they can participate in government programs promoting peace and order.

Milestones

The Central 911 facility started with only 34 mobile units and an in-service contact center for the enforcement of laws in 2002. A year after it was launched, it added to its ensemble its own Emergency Medical Services Unit, Urban Search and Rescue Unit, Fire Auxiliary Services Unit ,and K-9 Unit. Incremental improvements in unit equipment and personal capacity were consistently provided throughout the years. Central 911 has also started engaging in the regular conduct of training in all barangays to encourage officials in installing disaster risk reduction measures in support of the Barangay Disaster Risk Reduction Committee (BDRRMC) and the Davao City Disaster Risk Reduction and Management Office (DCDRRMO). In 2018, Central 911 introduced a mobile application that can assist patients seeking emergency care to keep track of ambulance responding to their calls. However, this was temporarily deactivated pending the development of a New Generation 911 Mobile Application.

Summary

Nagkakaisang Lingkod Bayan ng Davao Oriental–Barangay Outreach Caravan is a peace and development program of Provincial Government of Davao Oriental initiated by Gov. Nelson Dayanghirang. It aims to reintroduce the government and bring services closer to the people. It is a convergence of all public servicing agencies in Davao Oriental. The program was launched on November 25, 2016 and pilot tested in the remotest barangay in Davao Oriental. To date, it has 75 peace and development partners consisting of national, regional, provincial, municipal government agencies, private companies and civil society organizations; benefiting 12 of 183 barangays with 478,914 individuals. NLD BOC is an innovation on the whole-of-nation approach.

Background and Problem

Communities in the geographically isolated and disadvantaged areas always lament that they do not have ready access to government services. Such sentiment was obviously usurped by the insurgent left, hence, they can sustain a rebellion against the government drawing support from the disillusioned masses. Governance methods are generally carried out according to mandates. However, observations and experience have it that:

  1. Development programs are more often delivered to target clients separately from the peacebuilding agenda;
  2. Implementation processes and community development curricula of service providers are often not congruent with each other;
  3. Government services are mostly stationary and inaccessible to basic communities in areas geographically detached from urban centers;
  4. While targets based, the beneficiaries are not profile-specific; hence,
  5. Program interventions are relatively not sustained both by interveners and beneficiaries;
  6. There is an absence of a unifying vehicle that can facilitate matching needs to applicable interventions.

Solution and Impact

The program follows a basic log-frame and process that guides its program implementing unit in charting out and conducting the requirement activities. Process management is centralized; but central decisions are focused only on the conduct of the caravan and other activities related to program development. Inputs in the program are mostly coming from the participating peace and development partner agencies and offices based on their respective and decided PPMPs (Project Procurement Management Plans) for the given period, hence, self-utilization of internal funds. This is for both provincial government departments and participating agencies/entities. The NLD-BOC program also maintains a reserve fund of Php 15,000,000.00 to fund other expense items in the course of conducting the service caravans as fuel, office supplies, some materials for the major services that the caravan brings like medicines, agricultural inputs and others.

Milestones

Remarkable Results:

  1. 36% increased accomplishment by the local branches of the AFP
  2. Program implementation processes scaled-up
  3. Program replication by C/MLGUs
  4. Increased number of P&D partners
  5. Increased number of beneficiaries

The NLD BOC is recognized as a good governance model and mentioned by the AFP in its commemorative book, “Filipino-AFP Strong.” It was also cited as Seal of Good Local Governance 2017 and Regional award for the Presidential Lingkod-Bayan 2018.

Next Steps

  1. Conduct of the NLD-BOC in the remaining 61 barangays of Davao Oriental
  2. Conduct NLD-BOC Partners Workshop
  3. Commence implementing sustainability projects for the 122 barangays that had already been served
  4. Sum-up NLD-BOC impact to governance and community development

Summary

The Ibayaw Way of BOSS Joint Inspection Team was initiated by the Business One Stop Shop under the Administrator’s Office. This is to comply with President Rodrigo Roa Duterte’s pronouncement during his inaugural speech on June 30, 2016 and State of the Nation Address (SONA) on July 25, 2016 for all government agencies to reduce the requirements and processing time of all government transactions. An innovation in which the BOSS serves as the Secretariat. The Best Practice started in 2017.

Background and Problem

The objectives of The Ibayaw Way of BOSS Joint Inspection Team of the Local Government Unit of Bayawan City are:

  1. To identify the businesses in the barangays
  2. To develop a database in each barangay
  3. All business permit applicants shall comply with national laws and regulatory requirements.
  4. To verify information declared by the businessmen in the application for business permit
  5. Identify unregistered businesses
  6. To help the constituents to understand their participation in business and non-business opportunities

It has been found out that many indulged into business but do not have Business permits. Some of the businesses just paid the required obligation but were not able to complete the cycle in getting the required permit. Bayawan City has a total land area of 699.08 square kilometers, consisting of 28 barangays. There are only 7 urban barangays and 21 rural barangays.

Solution and Impact

The program provides awareness to everyone, to the members of the Joint Inspection Team, as well as the Local Government itself. The Liga ng Barangay helps facilitate the business owners’ concerns of their respective Barangays. The methodology and/or components include the identification of people in the regulatory office, creation of JIT schedules, dissemination of radio announcements and the inclusion in the Liga ng Barangay meeting agenda. The steps:

  • Informing the office of the Barangay that an inspection will be conducted
  • Issuing a non-compliance notice if needed
  • Distributing flyers by the Joint Inspection Team (JIT) during the months of November–December 2017

The Joint Inspection Team (JIT) started on February 7, 2018 and ended in September 2018, and the Barangay started in October and ended in December 2018. The Barangay- Level Business Operation Database was completed through the joint effort of all of the concerned offices.. A copy of the database is both available to the LGU as well as to the barangay. The project enabled more business owners to process their mayor’s permits, business permits and working permits. The JIT was able to strengthen their relationship between the entrepreneurs.

Milestones

The remarkable results of the the Ibayaw Way of BOSS Joint Inspection Team of the City Government of Bayawan City are:

  1. Improved processes in applying permits
  2. Enhanced the city’s competitiveness locally and nationally
  3. Enabled existing businesses to legally operate in the area
  4. Monitored compliant and non-compliant businesses
  5. Adhered to the mandate of RA 11032

Summary

Women empowerment is one of the key advocacies of OVP. The OVP’s Angat Buhay program promotes gender equality through advancing women’s active participation in generating income for themselves and their families. OVP supports them to pursue entrepreneurial initiatives through a process that identifies aspiring women entrepreneurs and provides them with a combination of seed grants and technical assistance to achieve their entrepreneurial potential. Since last year, we took the intervention to the next level by completing the entire project cycle. Utilizing the Community-based Mode of Procurement in accordance with R.A. 9184, the OVP is now purchasing products from these aspiring women entrepreneurs. This enables us to support our Angat Buhay communities economically while also promoting their respective cultural heritage as their products center around indigenous weaves and crafts.

Background and Problem

Women and their economic contributions often go unrecognized. However, the fight against poverty can only be won when women are capacitated to generate income for themselves and their families are provided with equal access to resources in doing so. By enabling more women to pursue entrepreneurship through a more favorable supporting environment, both social and economic benefits are generated for themselves and their communities. For front liners, helping aspiring women entrepreneurs has always been one of our focus areas as we recognize the importance of economic freedom in the fight for gender justice. Meanwhile, several of our administrative and support staff attended the Public Procurement Specialist Certification Course (Level 1) as part of the OVP’s efforts to streamline our procurement process and enhance the culture of fiscal prudence. These two initiatives converged as our Procurement Team undertook the alternative mode of procurement to purchase products by our aspiring women entrepreneurs to serve as ceremonial tokens, instead of sourcing from usual providers.

Solution and Impact

The women economic empowerment program is loosely patterned after the 7 M’s framework in developing women-led micro, small and medium enterprises (MSMEs) in the Philippines: Mindset Change, Mastery, Mentoring, Money, Machine, Market Access, Models of Business. Community-based procurement is included under Market Access. The program also engages institutional partners involved in business registration to ensure that aspiring entrepreneurs learn about basic rules in business processes. These include the Social Security System (SSS), Department of Trade and Industry (DTI), Home Development Mutual Fund (Pag-IBIG), Philippine Health and Insurance Corporation (PhilHealth), and the Bureau of Internal Revenue (BIR). One of the key issues for sustainability is market linkage. In other programs, technical assistance and financial grants are provided and then beneficiaries are expected to sell their own products. As our women’s economic empowerment program serves the complete product cycle, it includes providing supplementary market linkage through community-based procurement. However, the intervention does not promote dependence as we also focus on linking our communities with social enterprises or local stores and businesses to ensure that they are able to service a long-term market.

Milestones

In 2018, we were able to procure the following products from our Angat Buhay Communities:

  • Malaybalay’s Choice Handicrafts (Malaybalay, Bukidnon) – Abaca placemats and backpacks with indigenous weaves.
  • Yakan Weaver Community (Lamitan, Basilan) – Yakan fabric placemats and table runners with indigenous weaves.
  • Kiangan (Kiangan, Ifugao) Pasalubong Producers Association – Ikat placemat with indigenous weaves

For 2019, the OVP will continue the practice of availing locally made products such as piña-woven barongs from Aklan and other ceremonial tokens made by participants from both the Visayas and Mindanao-leg of the Angat Buhay Workshop for Aspiring Women Entrepreneurs.

Summary

The Mechanized Production System (MePS) of the National Resource Operations Center (NROC) is a new technology in repacking family food packs (FFPs) intended for the disaster-affected families. The MePs is a Php 58 Million project by the Department of Social Welfare and Development and the United Nations – World Food Programme with the support of the United Kingdom Government inaugurated on September 30, 2015 and has been operational ever since. The National Resource and Logistics Management Bureau envisions to maintain the quality of its products and services and because of the collaborative effort of the Bureau, this process has acquired its ISO 9001:2015 certification last December 2018.

Background and Problem

Typhoon Haiyan operations served as a learning curve by the department in managing its repacking activities. During this time, the Department was overwhelmed with the number of donations received and the number of volunteers who would like to help in the repacking activities. This resulted in some inefficiencies in the repacking operations and has a direct effect in the overall disaster operations. As the main augmenter of FFPs to the field offices, manual production has a limited number of outputs per day. It is for this reason that the DSWD acquired this technology to assure its beneficiaries that FFPs will be efficiently delivered within the 24-48-hour timeframe.

Solution and Impact

The MePs is one of the results of the strategic partnership between the DSWD and WFP aimed at enhancing the emergency response capacity in the Philippines. With the installation of the mechanized production system, the production rate of family food packs has reached 50,000 packs in a day which is enough to feed 250,000 people for three days. In fact, the DSWD saw the usefulness of the machine during the last strong typhoons when the Department was able to deliver almost immediately family food packs to Filipinos in need because the system of preparing them was very efficient and mechanized. It has also introduced the innovative way of packing goods from plastic to boxes which is now more convenient and environment friendly. The mechanized production system is composed of equipment which automates and streamlines the production of family food packs (FFPs) so the DSWD can quickly and efficiently provide relief resources to local government units (LGUs) around the country. The machinery also increases the production capacity of the National Resource Operations Center (NROC) from 20,000 FFPs to 100,000 FFPs per day using both the manual and mechanized production mechanisms. These FFPs contain food enough to feed more than 500,000 people for three days. The mechanized system has also been proven to be effective in calamities. Since its installation in September 2015, out of the total 1,752,069 food packs distributed by the NROO to disaster survivors, some 1,086,081 FFPs were produced using the mechanized production mechanism alone. It continues to help the DSWD augment resources to its regional hubs and LGUs across the country. Aside from the mechanized production feature of the NROC, a pallet racking system was also installed to improve the accessibility, mobility and tracking of goods inside the NROC warehouses. It also increased the NROC’s warehouse capacity by 189.4%.

Milestones

The MePS has a significant impact in the daily operations of the National Resource Operations Center. Its presence assured the center to have a stockpile of 100,000 Family Food Packs daily. It is for this reason also that the National Resource and Logistics Management Bureau was awarded as ISO 9001:2015 certified last December 2018 amidst its disaster operations, getting its another feather on its hat as the first government mechanized repacking facility in Asia to be given such certification.

Summary

RIPPLES, an acronym for Responsive, Innovative, Proactive and Passionate Leaders by Example and for Social Change, is a seven-day intensive training camp for all student leaders of the four campuses of Carlos Hilado Memorial State College (CHMSC). It was initiated, proposed and organized by the Director for External Affairs, Rhoderick K. Samonte in April 2017 which brought together the Office for Student Affairs, Center for External Affairs, Guidance Services, Sports Affairs, and Cultural Affairs. The camp is an intensive course which covers leadership principles, values, skills, and best practices for students to emulate and exemplify.

Background and Problem

Prior to 2017, the CHMSC did not have an institutional training program for its student leaders. Evidence for lack of training manifested in the way students managed their organizations, activities, and resources. If CHMSC was to realize its mission of empowering “a human resource that responds effectively to challenges in life and act as catalyst in the holistic development of a humane society” it must introduce a viable program for its student leaders. Thus, RIPPLES Training Camp was established. The 7-day leadership camp is an intensive training course for student leaders on the premise that their collective action after the camp can have a far-reaching impact on the school and the community, just like a ripple. The RIPPLES program embodies the desirable qualities the CHMSC would like to see in its student leaders consistent with the institution’s vision, mission and core values.

Solution and Impact

Leadership is not inherent, it depends upon the traits which can be developed, and upon the application of principles and skills which can be taught and learned through training. Leaders are often good leaders because they have been trained well to become one. A good training program with a strong input on values formation, skills and character building through experiential learning will lead to the empowerment of student leaders who are mission-driven, competent, and committed to the greater good of the school and the society. Article 2, Section 4 of the Commission on Higher Education Memorandum Order No. 9, Series of 2013 known as the Enhanced Policies and Guidelines on Student Affairs and Services mandates all Higher Education Institutions to provide student-centered activities which will develop holistic and well-rounded students who will become responsible citizens and leaders. RIPPLES is CHMSC’s concrete step to fulfill this mandate. A team of professors, students and alumni volunteers across the four CHMSC campuses were engaged in a series of brainstorming and planning until the proposal was submitted to and approved by the president. The school allocated a budget and committed to invest annually for the program’s sustainability. Three years after the RIPPLES training, student leaders from the four campuses became more conscious of their roles and responsibilities. They became more connected and engaged, and the school has recognized the efforts of these student leaders toward greater collaboration. These were not evident in the past when more often than not, student organizations within and across the campuses were lacking in cooperation and unity. Student initiatives are now contributing to the school’s main thrust of “One School, One System” – a point of convergence of all CHMSC campuses. This is highly attributed to the student leaders’ common leadership orientation and training.

Milestones

Because of this program, the quality of student-initiated activities significantly improved. Across all four campuses, there are new and synchronized initiatives for the first time, such as the CHMSCyanihan, (a portmanteau of CHMSC and bayanihan) a clean up drive at the start of the academic year, the integration of Greening CHMSC project, and a special tribute to campus maintenance staff among many others. Student leaders have become more creative and effective in events management. At present, they filed resolutions seeking to address concerns in academics, student services and student governance. Student leaders have also formulated the “One CHMSC Student Vision,” which developed mechanisms for stronger collaboration in support of institutional activities despite the physical distance of the campuses.