Category: Citizen-centered Services

Summary

Ceremonial protocol is the body of rules and practices that are used in formal and official functions, which have evolved through the years. The Lecture on Protocol and Social Graces is a free on-site program conducted by the Office of Protocol (OP) upon the invitation of the client who could be from national government offices, Local Government Units (LGUs) and even corporate organizations and schools to impart knowledge on protocol and social graces consistent with accepted local and international best practices. It is an adoption of an existing practice but is regularly updated. No two presentations are the same as every single presentation is customized according to the needs of the client.

Background and Problem

The office has no record of the first time this program was done and for whom. Aside from imparting knowledge on protocol and social graces, it is also the program’s objective to harmonize protocol practices across sectors, i.e., public, private.

Solution and Impact

The program was conceptualized to address the skills gap that the clients have in hosting official functions and events and attending to high level public figures. Since every program is specially designed for the needs and expectations of the client, the Office of Protocol works closely with the client in identifying the focus areas (e.g., how to handle airport official arrivals and departures, how to prepare official meetings, choice of appropriate gifts, etc.). From this, the Office of Protocol conceptualizes a program to address each area of concern. Components included:

  • Identifying the client’s immediate objective areas of concern;
  • Preparation of the program based on the client’s needs;
  • Client’s review and approval of the draft framework of presentation;
  • Program finalization;
  • Actual presentation;
  • Interaction with the client to address other possible concerns;
  • Client feedback

Milestones

Some clients engaged by the Office of Protocol have created their own protocol units, thereby institutionalizing the training that the program has imparted.

Next Steps

Continuous skills development of Office of Protocol personnel.

Built as a response to the problem of informal settler families (ISFs) who were also victims of Typhoon Ondoy in 2009, the Disiplina Village is the first in-city relocation site and public rental housing project for ISFs in the country. With the vision of benchmarking good quality housing units dedicated to building an empowered community with disaster-prepared and responsible homeowners, the city government of Valenzuela pushed for the construction of the biggest in-city relocation program in the country. With a total of 12.9 hectares, the Disiplina Villages in Ugong and Bignay accommodate more than 4,500 informal settler families, clearing up Valenzuela City from ISFs living in danger zones.

The Disiplina Villages are also complete communities – providing residents with access to schools, health centers, and even a city hall annex. Residents also have community vegetable farms for their consumption and additional income. A unique component of their program is the Home Space Agreeement which the LGU of Valenzuela City uses to instill discipline to its residents for long-lasting, more disaster-resilient communities with families that are well aware and prepared from impacts of natural calamities.

Background and Problem

Sufficient, proper and safe housing is a basic human right. In the case of many Filipinos, however, housing security has become a privilege more than a right. The problem of Informal Settler Families (ISFs) in the country, most especially in the Metropolitan Manila, has become more and more rampant through the years that more viable solutions are needed to be set forth. The onslaught of typhoon Ondoy in September 2009 posed a greater challenge for the national government to solve the problem of ISFs, particularly in the Metropolis.

In Valenzuela City alone, close to a thousand informal settler families living in danger zones, particularly those along the banks of TullahanRiver, have been affected. As an immediate response, the local government called on the private sector to help in providing them with better and safer living condition in a community they can call their own.

Solution and Impact

The overwhelming response of the private sector paved the way for the establishment of the only LGU-initiated housing project for the typhoon Ondoy victims, the Disiplina Village in Barangay Ugong. The Valenzuela City Government donated the 1.9 hectare property while the private sector helped build the units. The first implementation of this project has accorded some 890 ISFs with safer and more decent homes, quality basic services, values formation and other programs to restore human dignity. However, Disiplina Village Ugong was not enough to accommodate ISFs needing a disaster-resilient home. Through the 2015 Community-Based Monitoring System (CBMS), Valenzuela City found out that there are still more than 3,000 ISFs in Valenzuela living in danger zones that need to be saved from imminent dangers due to their location and instability of their homes. As a response, The city government built the second Disiplina Village site, Disiplina Village Bignay (DVB).

The Disiplina Villages are the first in-city relocation sites that are complete communities. Disiplina Village Ugong has its own Day Care Center, high school and elementary school, and health facilities. Disiplina Village Bignay, on the other hand, with its own city hall annex or the Sentro ng Sama-SamangSerbisyo (3S Center) that has a health center, police community precinct, fire substation, barangay hall, daycare center, elementary school and high school. There is also an Activity center/covered court and mini park where residents can spend their leisure time and children their play time. The residents also started their own community vegetable farm for their own consumption and additional income.

The construction of the Disiplina Village Transport Terminal, Public Market and Chapel is underway. This is the biggest in-city public rental housing project in the country. With a PhP300 rental fee a month, it is considered as the lowest rental rate in the country, much lower compared to other public housing projects at about PhP 700 to PhP 3,000 or to a private apartment unit of the same floor area at about PhP 3,000 to PhP 4,000 a month. One unique component in the implementation of the program is the Home Space Agreement which binds the beneficiaries to the City Government’s policies and subjects them to the Eviction Guidelines. The said agreement is renewable yearly after a mid-year and year-end assessment. The Eviction Guidelines:

  1. That the residents take care of the units and no alteration should be
  2. That they maintain good relations with their neighbors
  3. That they comply faithfully with their obligations: least, utility bills,
  4. That they participate in the “sweat equity”

The beneficiary family’s sweat equity contribution, which includes partaking in the construction of the building units or site safekeeping and maintenance for at least 500 hours is one of the conditions for the availment of the housing units. With this, it is assured that only disciplined and cooperative residents who are ready to welcome change stay in the housing projects. Now with a total of 12.9 hectares, the Disiplina Villages Ugong and Bignayaccommodate more than 4,500 informal settler families, clearing up Valenzuela City from ISFs living in danger zones.

Milestones

The success of the program is not only evident in the positive feedbacks that the city government of Valenzuela is receiving from its constituents and other localities but is also demonstrated by the following indicators: The birth of the Disiplina Village also ignited the participation of private sectors, non- government organizations and national government agencies. San Miguel Corporation (SMC), through its social development arm, San Miguel Foundation, Inc. (SMF), donated PhP 45 Million, at PhP 15 Million per year for the next three years, as part of their Corporate Social Responsibility program to build more than 300 units. MERALCO, through its Corporate Social Responsibility arm, One Meralco Foundation, has partnered with the city government in providing energy to light the housing buildings. They have been lighting Disiplina Village since October of 2011. PhP 13.8 Million pipe-laying project in partnership with Maynilad was also completed in May 2012 for the Disiplina Village Ugong. Both villages have electricity and power connection. Moreover, Gawad Kalinga organized values formation programs, implementation of the community development plan and mentoring of the community leaders towards self-governance.

The National Housing Authority also came into the program and helped build over 250 more units in DV Ugong and the stretch of the Tullahan easement which covers barangays Malinta, Marulas, Gen. T. De Leon and Ugong that has been a home to almost 2,000 families has been cleared. A total of 1,806 ISFs from danger zones have already been relocated and are now living in safer and better homes with the remaining 2,757 to transfer in the coming months. With this, it is assured that all ISFs living in danger zones will have better communities and homes to live in. Through the efforts of the local government and the homeowners, six-year old DV- Ugong still looks newly-built compared to other housing projects which look dilapidated after only a couple of months.

Above all, the attitudes of the former informal settler beneficiaries have changed. From tragedy victims, they are now empowered model families living in model communities and a character village with disciplined residents. Their perception of themselves and their community has changed. Their outlook transformed from the typical “squatter” to “responsible and disciplined homeowners” attitude; from “walangpakialam” to “may pagsasamahan.” With ownership of the program instilled to the beneficiaries themselves, the Disiplina Villages are to remain model communities for once informal settler families in dangerous living conditions.

Summary

The Bangko Sentral ng Pilipinas (BSP) has strengthened its feedback mechanism to better serve the general public and other external stakeholders. As part of the initiatives under the Engaged Stakeholders Theme of the BSP Strategy Map 2012-2017, the BSP Feedback Management (BSP FMS) was launched in September 2015. The FMS offers user-friendly tools that range from conventional paper-based forms to electronic tablets and kiosks, and online forms. The use of innovative feedback channels aims to enhance transparency, accountability and efficiency in BSP’s service delivery and underscores the importance of external stakeholders’ perception in enhancing the quality of BSP services.

Background and Problem

Prior to BSP FMS deployment, the following were the challenges: 1) lack of feedback mechanism and tools of most departments; 2) multiple objectives in gathering feedback; and 3) feedback tools limited to survey form with different attributes, rating scales and frequency of feedback gathering was either on a per engagement basis or other period. BSP-FMS endeavors to leverage on technology in developing a uniform and simplified feedback process flow and thus streaming processes to improve customer satisfaction and create customer-oriented culture, establish various innovative feedback tools that enable and encourage the public to provide information on their perception of the quality of specific services on their engagements, transactions, or dealings with BSP, link the feedback gathered to the continual process improvement plans of BSP departments/offices, and provide statistics and analytical reports on feedback responses that will serve as basis for top management’s planning and decision-making.

Solution and Impact

With BSP FMS, external clients may provide feedback either through paper-based or electronic methods. The available channels are as follows:

  1. A system-generated one-pager structured form to be manually filled out; this form can be automated through scanning and uploading in the system;
  2. An emoticon tablet (happy, neutral, sad) with provision for unstructured comments;
  3. A touchscreen kiosk that has front-end features: feedback can be through emoticon or structured form; and provides-a directory of floor locations of BSP departments/offices; and
  4. An online application at the Feedback Corner of the BSP Website.

It has a back-end facility for the following:

  • Dashboard for all Servicing Departments/Offices (SDOs)-With flags and real time alerts on sad emoticon/negative feedback (structured forms with rating of 1 and 2);
  • Data-entry facility to update action/s taken by the SDOs on the sad emoticon responses/negative feedback -with audit trail/logs; and
  • Statistical and analytical report generation both for SDOs and FMU

The Feedback Management Unit (FMU), as the system administrator, consolidates all feedback results from different F.MS channels and provides comprehensive and timely reports to BSP Management and SDOs. With real-time alert notifications, sad emoticon responses/negative scores are immediately acted upon by SDOs or action plans are devised to efficiently address the complaints from external clients. Facilities-related concerns such as air-conditioning units, lack of chairs at the reception areas or availability of restrooms are given timely actions by the BSP’s Facilities and Management Engineering Department. Also, verbatim comments provided by external clients triggered SDOs to reassess their existing procedures and policies to address issues and concerns.

Milestones

While the BSP FMS has yet to receive an award, the valuable inputs gathered from comments of returning clients after improvements were done, serves as a reward itself. Positive responses have been received due to timely and efficient actions taken by departments/offices stemming from negative feedback received earlier. Clients would often give words of gratitude for their comments being taken on a positive note and giving much priority to their concerns. The BSP FMS shall continue to innovate and enhance as business processes evolve.

Education 360 Degrees Investment program is a holistic and systemic approach to uplifting the quality of local basic education. The city government adapts a “cover- all-fronts” strategy and invests in every vital aspect of basic education: school supplies, curriculum, nutrition, teacher competency, parental involvement, and infrastructure. It aims to put an end to poverty through the holistic and systemic education plan. It is the city’s dream to have globally competitive citizenry.

Background and Problem

To address the concern of the decline in the performance of Valenzuelano students in the National Achievement Test, the Education 360 Degrees Investment Program was instituted. The child was put in the center of the program to further understand their needs. Participatory governance is empowering. Broad ownership of programs elicits enthusiastic involvement, shared accountability and gives opportunities to stakeholders to contribute their best.

Solution and Impact

The Education 360 Degrees Investment program was launched in January 2014 with seven components namely: Curriculum Build-up, Nanay-Teacher (Mother-Teacher) Parenting Camp, Teaching Camp, Education Supplies, Massive Infrastructure Spending, K to 6 In-School Feeding Program, and Performance Incentive System. In the vision of the city government to give its constituents a continuous and ever developing education program, in 2016, it added two more components: Project Tokbuk (Knock for a bright future) and Little League. In 2017, the Street Soccer, another sport component was integrated in the program. Each component of the program is geared towards the development and improvement of each and every Valenzuelano student.

The first component of the program ensures that students are provided with the best learning environment. Massive infrastructure spending was put in place to be able to achieve this. The city believes that placing students in a learning-conducive facility will help them develop their knowledge and skills more. The second component aims to engage parents more in the learning and development of their children through capacity building on the Nanay-Teacher (Mother-Teacher) Parenting Camp. Through reflection and peer-learning,the parents are closely involved in their children’s school activities.The 2-day Parenting Camp engages the parents in planning the collaboration with teachers in raising students who are academically excellent and with good character. The participants took it upon themselves to organize parenting workshops in their own schools. The third component is designed to fit the needs of the children in terms of curriculum development. An assessment of the students’ competencies provided the basis of the capacity building program of teachers and students, as well as, the learning materials that they need. The fourth component is intended to address the inability of children to read and understand what they are reading well. Through the Philippine individual Reading Inventory Test (Phil-IRI), the city found out that there are about 78% elementary students who are tested to be non- and frustrated readers. Teachers went through a one-week training for the remedial reading instruction.

The Summer reading camp, which is the fifth component, gathers non- and frustrated readers students and engage them in extensive reading lessons with the help of trained teachers and student aides who are volunteers from the city’s local university, the Pamantasan ng Lungsod ng Valenzuela (PLV). The sixth component, the K to 6 (kindergarten to grade 6) in-school feeding program, aims to address the problem of underweight students in the city. Parent-volunteers prepare meal boxes for over 16,000 students. Every day, some 800 parent volunteers prepare the ingredients, cook the food following a standard menu, pack the food into lunch boxes, deliver them in schools, supervise the feeding of the children, wash the lunch boxes, and tidy up the kitchen. The seventh component seeks to give proper incentive to the best performing school and Parents-Teachers Association. The reward consists of school supplies and learning materials. The eight component targets the Out of School Youths (OSYs) in the city. It aims to increase OSYs participation in the Alternative Learning System in the city by going to one house after another and encourage OSYs to attend the community-based school program.

The last and the ninth component is called the Little League. It is geared towards widening a child’s knowledge of the sports baseball. It aims to teach children discipline, teamwork and dedication, it’s also an avenue to help them achieve healthy bodies and minds. The 360 Degrees Investment Program has provided platforms for participatory governance to flourish. Residents are recognized as equal partners in policy formulation, planning, and implementation.

Milestones

The city takes pride in this program which benefits 86,551 students from 119 public daycare centers, 60 elementary schools and 19 secondary schools. 600 teachers and teaching aides underwent the teaching camp. 6,409 wasted and severely wasted students also went through the country’s biggest in-school feeding program. Throughout the course of the implementation of the program, it has delivered positive results that are manifested by the following: In 2016, 90% of the children under the in-school feeding program are no longer considered severely wasted. While 5,536 out of 6,375 frustration level and non-reader students became instructional and independent readers by the end of the summer reading camp. On the other hand, a total of 600 teachers and teaching aides participated in the reading camp training in 2016. More than the statistics, Education 360 Degrees investment program has revitalized the bond between parents and their children though the Nanay-Teacher program.

It has brought back the communication-line of the parents with their children, they have become more engaged in their children’s education than ever. In the Philippines, it is a common context that it is a shame when a child is from a public school. The city government of Valenzuela twisted this notion. With all the developments in the public school system in Valenzuela City through the Education 360 Degrees Investment Program, being a public school student can never be a symbol of shame but a crowning glory of equal chances in life between the privileged and the marginalized. Parents are now viewed as an integral part of their children’s education and not just mere financial aides. This mentality has helped students be more active and parents more aware of what their children are going through in school. The outpour of support and the willingness of the local government to deliver an encompassing program to its constituents led to its success. It was recognized by the 2015 GalingPook Award for Innovations and Excellence in Local Governance, and was one of the 30 Deserving Cities for the 2016 Guangzhou International Award for Urban Innovation.

Adapted from the project funded by Commission on Higher Education (CHED) in 2012, the National Coffee Research, Development, and Extension Center (NCRDEC) continues the practice of extending support to coffee farmers by innovatively providing services to target stakeholders with technical assistance and support services.

Background and Problem

CvSU is located at the heart of coffee producing municipalities such as Indang, Amadeo, and Tagaytay. The practice was adapted from CHED-funded project in 2012 entitled “Empowering Small-scale Coffee Farmers through Long-Term Support from NCRDEC” which was directed to organize and to help small-scale coffee farming communities by providing them with technical assistance and support services. In line with its goal of bringing back the Philippine coffee back to the world market and transforming CvSU into a Coffee Research University in 2030, the NRCDEC continues to assess and formulate new strategies to provide extension support to suit the needs of coffee farmers and to help improve the coffee industry in the country. In addition, the framework used in the project was inspired from the observed best practices implemented in several organizations abroad especially in the United States and Canada which aimed to improve the lives of their target stakeholders by providing innovative and technical assistance.

Solution and Impact

The practice aims to innovatively provide services to target stakeholders by giving two meaningful benefits: the ability and the opportunity. NRCDEC provides education and trainings to coffee stakeholders that will enable them to gain knowledge and skills. Moreover, the center also provides opportunities through establishment of linkages with public and private institutions which allow the coffee stakeholders to have an instant access to resources and market. From 2013 to present, the best practice helped sustain the center’s objectives:

  1. To help provide leadership in conducting coffee research and extension activities;
  2. To produce technically-equipped coffee production specialists through the conduct of trainings and workshops; and
  3. To establish strong partnership with farming communities, research institutions and other agencies or organizations.

Milestones

In the continued practice of empowering coffee farmers, the NRCDEC has improved its undertakings to lead in the conduct of coffee research and extension activities in the country. In addition, the center has increased its number of linkages and partnerships from government, public, and private institutions in line with the target activities and deliverables stated in the NRCDEC Strategic Development Plan. Over the years, the NRCDEC is assessing and formulating new strategies in providing extension support and services to suit the needs of coffee stakeholders.  For the last five years, an average of 600 stakeholders benefited from skills training, site assessments and other means of technical assistance conducted by the NRCDEC. As a result, the project was awarded by the Philippine Extension and Advisory Services Network Inc. (PhilEASNet) as an “Outstanding Extension Project” in the 5th National Symposium on Agriculture, Fishery, Forestry, and Natural Resources Extension in 2014.

The I-MOVERS Project was conceptualized to address the typical problems in the public market. The focus of the project is on the improvement of the market’s sanitation and waste management system; reasonable pricing of basic and prime commodities; compliance of business establishments to trade and industry laws, particularly on the Price Tag Law; consumer awareness on their rights and responsibilities; recognition of business establishments complying to trade and industry regulations; and, establishment of a redress mechanism for consumer issues and complaints.

Background and Problem

The Public Market or the Palengke is the face of business in the different cities and municipalities of the country, particularly in the non-metropolis areas. However, the typical public market is usually characterized by poor waste management and sanitation standards, presence of unscrupulous vendors, lack of a redress mechanism for consumer complaints, and no established systems of operations. Ironically, the public market should be a clean and well-kept place considering that this is where consumers buy their staple food. The I-MOVERS Project is piloted at the Santiago City Public Market referred to as the Juan Dela Cruz Public Market, located at the center of the City. It covers a land area of seven (7) hectares or 70,000 sq. meters catering to consumers from Santiago City and nearby municipalities. Despite the magnitude of its operations, there is no existing Market Code as guide in market administration. It also lacks basic utilities such as clean comfort rooms, washing areas, consumer welfare center, police outposts, among others. As a result, consumer protection is at stake, public safety and security is uncertain, cleanliness, and sanitation is similarly a problem. Another problem is the existence of deceptive, unfair and unconscionable sales acts and practices of some vendors and traders in the public market. The project was then extended to also cover Cauayan City Public Market to expand coverage in Isabela.

Solution and Impact

The Consumer Act of the Philippines (Republic Act 7394) provides that it is the policy of the State to protect the interest of the consumers and promote their general welfare and establish standards of conduct for business and industry. The best interest of the consumers must be upheld, such as food safety, reasonable prices, quality products, correct weights and measures, clean and green environment, among others. Hence, aligned with this Act, and in conjunction with the mandate of the DTI on consumer protection, the “I-MOVERS” Project was conceptualized to address consumer issues and concerns. The project focused on the enhancement of the efficiency and responsiveness of the public market in upholding consumer protection and in ensuring best value for money. It envisioned for the establishment of an efficient waste management system, standards and monitoring checklist, electronic price board, recognition of consumer-friendly stores, and a redress system coupled with increased consumer awareness on rights and responsibilities by providing information materials at the Consumer Welfare Center.

Milestones

In ensuring that the objectives of this project are fully attained, the DTI-Region 2, established partnership with the LGU of Santiago City and Cauayan City, together with the market vendors’ association and Federation of Market Vendors Associations, consumer representatives and other stakeholders to jointly undertake measures and strategies in the implementation, sustainability and continual improvement of the public market through the “I-MOVERS.” Together, the project team implemented the following components and corresponding outputs that contributed to the significant improvement of the Santiago City and Cauayan City Public Market:

  • Green Market : Establishment of sanitation and waste management monitoring standard checklist;
  • Gawad Huwarang Tindahan: Institutionalization of a recognition system for business establishments within the public market;
  • Honest Market : Installation of an electronic price board and Timbangan ng Bayan;
  • Consumer-friendly Market : Establishment of a Consumer Welfare Desk (CWD);
  • Well-informed Consumers/Business Establishments Market : Establishment of a Consumer Welfare Center and a Business Education and Information Corner; and
  • Fair Trade Law-Compliant Market: Advocacy and monitoring on the compliance of business establishments to the Price Tag Law.
Note: This initiative is based on the Public Management Development Program (PMDP) Re-Entry Plan of Ms. Linda C. Tan of the PMDP Middle Manager Class Batch 7 (Saluysoy).

The project aims to facilitate the delivery and adoption of pest management technologies (PMTs) to selected Irrigation Associations (IAs) in the Caraga region. Specifically, the project seeks to generate the following:

  • To equip/capacitate the Officers of IAs on PMTs through training, and disseminate their acquired knowledge to other members of their IAs;
  • To gather the farming profile/characteristics of the selected IAs;
  • Develop brochure on the use of PMTs in rice production that is appropriate to their community; and
  • To apply PMTs knowledge to other IA members as facilitated by the trained officers of IAs.

Background and Problem

The Crop Protection Division (CPD) of the PhilRice is mandated to develop pest management strategies that are effective, practical, economical and environment-friendly. The development of these PMTs for the rice farmers is one of CPD’s success indicators in attaining a high performing or outstanding division of PhilRice. Tied up to this indicator is the division’s outcome that envisions the increasing adoption of PMTs by the rice farmers. The problem analysis showed the causes of unsustainability of most agricultural interventions, especially PMTs, in the Caraga region. Devolution of Agricultural Extension Workers (AEWs), limited access to technologies/trainings, top to bottom approach in crafting agricultural programs, and low or non-involvement of officers of IAs cum farmer trainer in the area were the identified causes of the problem.

Solution and Impact

To address the problem and its effect on rice farm productivity and profitability, the project intended to establish a collaborative approach in solving pest problems in the field. This approach will provide an avenue for each partner agencies to complement its resources in order to strengthen its linkages with each other to help the rice farmers.

As a result of the implementation of the initiative, the project advocated a unified system as an alternative to the apparently fragmented approach of the Philippine government in ensuring available food (rice) for the Filipino people. The institutionalization of the collaborative approach proposed by the project would ensure a more decisive rice crop management system in preventing crop losses due to pests. However, constant and sustainable interaction among partner agencies and the IA officers with its members (rice farmers) in ensuring the right decision in any rice production activity should be carefully taken into account to prevent pest problems occurrence in the field. To sustain the gains of the project, lessons learned and recommendations for its sustainability revolved around five enabling factors: 1) cooperation of the project team members; 2) project orientations in all partner agencies; 3) development and approval of a Memorandum of Agreement (MOA) among partner agencies and IAs; 4) partner agencies continuous support; and 5) establishment of linkages with and among partner agencies.

Milestones

  1. Pre-Implementation Stage. Budgetary requirements and other logistics, including personnel support, are sourced out and defined. Communities are oriented and briefed, and selection of partners and site validation took place. A convergence strategy was also undertaken for a more holistic program implementation and for program participants to be properly identified and validated.
  1. Conducted Specialized Training Course on PMTs for the Officers of IAs. The program participants, after having attended all the required briefings and signifying commitment and interest in the capacity-building stage, were trained in the production of some PMTs to better prepare them as partners in agricultural development in their area. A total of 24 officers of IAs cum rice farmer were trained on the production of PMTs and how to utilize them in rice production. The training used the PalayCheck system as platform with emphasis on PMTs at PhilRice Agusan for one week. Field trips to farms of progressive rice farmers in Caraga were also done to augment further learning.
  1. Conducted training on the use of PMTs as facilitated by the Officers of IAs. This is the stage where each IA Officers trained at least 5 member farmers in their association applying or using the technology, knowledge, and skills they acquired from the specialized training course.
  2. Monitoring and evaluation. This phase comprised the progressive monitoring of the program implementation. Proper documentation and other necessary record keeping were done. Proper feedback mechanism was also implemented during and after monitoring activities. Project implementation mid-review after one and half months of implementation was conducted for proper evaluation of the project.
Note: This initiative is based on the Public Management Development Program (PMDP) Re-Entry Plan of Dr. Gerardo F. Estoy of the PMDP Middle Manager Class Batch 10 (Binhi).

The project aimed to increase and sustain the participation of CSO in public procurement processes, which covers procurement monitoring until contract implementation, to improve the management and utilization of public funds and to serve as deterrent against graft and corruption in the implementation of crucial programs, activities, and projects of the agency.

Background and Problem

The presence of observers is integral to the principles of transparency, accountability, and public monitoring enshrined in Republic Act 9184 and its Implementing Rules and Regulations.  The 2012 Country Procurement Assessment Report (CPAR) also recognizes that the participation of CSOs in government procurement continues to pose a challenge for all government procuring entities. CSO participation is significant because it enhances transparency and accountability in governance. It also contributes to the country’s development through the delivery of effective services and efficient management of public funds. On its part, DepEd strengthened its advocacy for good governance through the issuance of DepEd Order No. 59, series of 2007, institutionalizing CSOs and private sector participation in the Department’s procurement process. However, the guidelines did not include a system on how to sustain the engagement of local CSOs or non-governmental organizations (NGOs). It does not contain a monitoring and evaluation system for CSO engagement more so, a provision to make sure observers continuously update their knowledge on public procurement rules and regulations and latest GPPB issuances. Despite the intervention, low participation of CSOs in procurement activities was monitored by Ateneo School of Government’s G-Watch. Problems that were identified include communication, coordination, and lack of invitations to CSOs as reported in Regions III and VIII.

Solution and Impact

In order to address the problem, the project developed a CSO engagement program design which was implemented in three (3) pilot DepEd Division Offices, namely: Angeles City, San Fernando City, and Pampanga Province. The program was designed with three (3) components: 1) social awareness, understanding, and capacity building of CSOs; 2) organization of local CSOs and Division Offices engagement; and 3) monitoring and evaluation system of the engagement.

A memorandum of understanding (MOU) between the Division Offices and the local CSOs are also signed to build a relationship and engage in a constructive manner. A monitoring and evaluation system was eventually designed to keep track of the engagement between the procuring entity and the CSO.

Milestones

The pilot Division Offices’ Head of Procuring Entity (HOPE), Bids and Awards Committees (BACs), and BAC Secretariats facilitated the recruitment of local CSOs, People Organizations (POs) and NGOs from the list provided by the Local Government Council of (LGCs) San Fernando City and Angeles City.  Selected CSOs/POs/NGOs were invited to participate in a three-day briefing and orientation of CSO procurement observers/monitors.

During the briefing and orientation activity the concept of social accountability was introduced to CSO participants, and they were oriented on the principles of the Government Procurement Reform Act and the Procurement Observer’s Guide. The capacity building of CSOs motivated the participants to mobilize and engage with government. As a result, the Division Offices and local CSOs initiated the signing of MOU to establish their partnerships for a common objective. In order to sustain the engagement, a monitoring and evaluation system was designed for implementation of pilot Division Offices. A database of trained CSOs in Pampanga Province was also prepared to serve as reference in inviting CSO observers to monitor public procurement. The database is being maintained and updated by Division BAC Secretariat annually. DepEd Procurement Service continues to monitor and evaluate the performance of pilot Division Offices to determine if the engagement helped in attaining the objective of the project.

Note: This initiative is based on the Public Management Development Program (PMDP) Re-Entry Plan of Ms. Ruth F. Romano of the PMDP Middle Manager Class Batch 6 (Bahaghari).

The project’s objective was to effectively and efficiently support the agency’s communication plan in its advocacy to inform about the role and functions of NMIS. It covered the agency’s thrusts on strengthening the country’s meat inspection system, sustaining partnership with all stakeholders in implementing the Meat Inspection Code of the Philippines, and protecting the meat consuming public. It also aimed to effectively drive for inclusive growth of the livestock and meat industry through collaborative and participative information advocacy and market surveillance activities of the stakeholders.

Background and Problem

The NMIS is an attached agency of the Department of Agriculture mandated to safeguard the general welfare, interest, and health of the meat consuming public. It is also responsible for the development of the livestock and meat industry in the country. After conducting a problem tree analysis, the agency identified the core problem as the low awareness and adoption of Meat Safety and Meat Inspection Regulation by the Local Government Units (LGUs) and the public due to low prioritization by LGUs to enact national meat inspection laws into local resolutions, thus undermining the implementation of these regulations. Likewise, the lack of manpower capability to conduct information campaign retains the consumer’s scarce knowledge of meat safety and standards and holds little to prevent the proliferation of illegally slaughtered meat in the local market. This results in the inability of the consumers to distinguish wholesome meat from unsafe meat which may cause adverse effects to health.

Solution and Impact

The project implemented an intervention designed to assist in disseminating the agency’s role in protecting the meat consuming public through a collaborative partnership with a civil society organization (CSO) accredited by the Department of Social Welfare and Development (DSWD) in a selected LGU.  Through the project, the reach of the agency in serving the Filipino people as mandated by the Meat Inspection Code of the Philippines will expand. The initial orientation of the identified DSWD-accredited CSO regarding the NMIS and its mandate, the Philippine Meat Inspection System, meat safety regulations, and the Good Handling Practices in the Home and Market was also included in the intervention during the project implementation period as well as the CSO’s initial information advocacy activities.

Milestones

The project implementation period covers the preparation phase, developmental phase, and the initial implementation of the project plan.  This period was also used to establish partnership with Social Action Center of Pampanga (SACOP), the chosen CSO, in implementing its functions and responsibilities in the City of San Fernando and Porac, Pampanga through information advocacy campaign on meat safety.

One of the outputs of the project is the conduct of initial consultations and the drafting of the Memorandum of Agreement and Terms of Reference on the creation of collaborative partnership of the agency and the identified DSWD-accredited CSO.  The final draft was submitted to the agency executive director for approval and eventually signed by the parties. Another output was the creation of modules for information advocacy for the CSOs. The project was sustained to assess its merits for the inclusion of the collaboration partnership with the CSO in the regular program of the Meat Standards Development and Consumer Protection Division of the NMIS. The project will be adopted as a regular activity of the NMIS.  This will augment the current awareness campaign on meat safety and promote strengthening of the Local Meat Inspection System.

Note: This initiative is based on the Public Management Development Program (PMDP) Re-Entry Plan of Dr. Rona Regina I. Reyes of the PMDP Middle Manager Class Batch 10 (Binhi).

The implementation of the Service Framework for Education and Rehabilitation is an initiative of the LGU of Carmona to respond to the needs of persons with disability (PWDs) within the locality. It is a system that guides the LGU in the holistic development of PWDs from surveillance and detection to job placement. The service framework was specifically designed based on the needs of PWDs.    

Background and Problem

In order to achieve its vision, the LGU of Carmona needs to empower all of its citizenry which includes the PWDs, a marginalized sector within the locality whose opportunity barriers are more frequent and have a greater impact to their lives. The physical environment, lack of relevant assistive technology, negative attitudes of people towards disability, and services, systems, and policies that are either nonexistent or that hinder the involvement of PWDs are the major barriers that need to be conquered by the LGU.

Solution and Impact

The implementation of the said framework is a unique initiative by the local government. It is considered an innovative means of responding to the needs of PWDs. It was acquired not only to comply with the mandates of the national government but to provide a comprehensive approach in changing the lives of PWDs. What makes it more unique is that it was tailor-fitted on the needs of the PWDs in the municipality which makes it more effective. The implementation of the service framework helped the LGU in realizing its desire to promote equal opportunity for everybody including the marginalized sector of PWDs. It has opened a broad opportunity for the LGU to build a community inclusive for all in order to attain its vision. Through the successful implementation of the practice, the program for PWDs has received various awards such as the 2008 Presidential Award for Child Friendly Municipalities and Cities, 2008 Apolinario Mabini Awards (LGU of the Year); 2009 Outstanding SPED Center (Regional Winner); 2009 Presidential Lingkod Bayan Award; and 2015 Apolinario Mabini Awards (LGU of the Year).    

(L to R, T to B) The Presidential Award for Child Friendly Municipalities and Cities (1st-3rd Class Category) 2008, The Outstanding SPED Center Award 2009, The Presidential Lingkod Bayan Award 2009, The Apolinario Mabini National Awards 2008 & 2015.
 

Milestones

The service framework was implemented by 36 personnel of the LGU’s Persons with Disability Affairs Office (PDAO) who manages a total of 1,105 persons as of August 2017 with different disabilities (168 center-based and 937 community-based). The service framework involves eight components which include the following:

  • Surveillance and Detection
  • Diagnosis and Referral
  • Early Intervention Program
  • SPED Tutorial Program
  • Bridging Program
  • Normalization Program
  • Adaptive Skills Program
  • Entrepreneurial Program

In order to effectively implement the program components, the LGU provides complete facilities at the center. Personnel are also provided with seminar and trainings to upgrade their capabilities.  

PDAO conducting a free leadership training.
Persons with disability who are previously left at home due to fear of discrimination are now out in the open. From 8 enrollees in 2005, the center now has 168 enrollees who are living a normal life.