Category: Citizen-centered Services

Organization

Department of the Interior and Local Government

Best Practice Focus Area/s

Leadership Strategy Citizens / Customers

Year Implemented

14 August 2021

This is a GBPR Entry

Summary

In view of the critical importance of information and advocacy amidst the COVID-19 health crisis, the Department of the Interior and Local Government (DILG) and the Department of Health (DOH) have merged the DILG’s “Disiplina Muna” national advocacy campaign and the DOH’s “BIDA Solusyon sa COVID-19” into a common advocacy campaign dubbed as “BIDA ang May Disiplina: Solusyon sa COVID-19”.

The joint campaign emphasizes the significance of individual self-discipline and behavioral change as one solution to beat COVID-19 to secure the safety of families and the nation; thus, the slogan, “Ligtas ang Pamilya, Ligtas ang Bayan” as enunciated in the DILG Memorandum Circular (MC) No. 2020-116 dated 1 September 2020. The BIDA ang May Disiplina campaign promotes the four B.I.D.A. behaviors as each citizen’s active role in the fight against COVID-19:

B – Bawal walang mask
I – I-sanitize ang mga kamay, iwas-hawak sa mga bagay
D- Dumistansya ng isang metro; at
A- Alamin ang totoong impormasyon.

This is now upgraded to BIDA+. The plus is the addition of promoting mass vaccination against COVID-19.

Background and Problem

The Disiplina Muna national advocacy campaign is an initiative of the DILG as the Chair of the Cabinet’s Participatory Governance Cluster (PGC), which seeks to rebuild the culture of discipline among Filipinos as a means to foster people’s participation, which is one tenet of good governance.

At the start of the COVID-19 pandemic, the Department of Health (DOH), on behalf of the Interagency Task Force for Emerging Infectious Disease (IATF-EID) and in coordination with the Presidential Communications Operations Office (PCOO), launched the “BIDA Solusyon sa COVID-19” campaign which aims to encourage the Filipino people to take an active role in the fight against the common enemy: COVID-19.

The DILG and DOH have agreed to merge the Disiplina Muna advocacy campaign and the BIDA Solusyon sa COVID-19 into a common advocacy campaign dubbed “BIDA ang May Disiplina: Solusyon sa COVID-19” as stated in DILG Memorandum Circular (MC) No. 2020-116 dated 1 September 2020. The “BIDA ang may Disiplina” campaign is a joint effort of the DILG and DOH brought forth to encourage people to participate in the battle against COVID-19 by living a life of discipline and earnestly practicing the minimum public health standards (MPHS) set by health authorities.

As the country continues to enforce community quarantine restrictions while balancing public health protection with the need to reopen the economy, there is a need to institute measures to promote discipline and individual responsibility among people through local legislation, which is why the campaign encourages Local Government Units (LGUs) to launch the program in their respective localities. Through the campaign, the importance of individual self-discipline and behavior change, practiced by the citizens down at the grassroots level, is also emphasized as a means to beat COVID-19 to ensure the safety of families and of the nation.

This year, the country started its National Vaccination Program shortly after the arrival of the vaccines. However, vaccine hesitancy remains an enormous challenge for the country as it continues to face the COVID-19 pandemic. With this, the BIDA ang May Disiplina campaign has also been upgraded to promote the COVID-19 vaccination program of the government as an integral part of disease prevention while still practicing the minimum public health standards (MPHS) as non-pharmacological interventions.

Solution and Impact

To prevent the further spread of COVID-19, provincial, city, municipality, and barangay sanggunians were enjoined to issue ordinances that prescribe discipline, which includes following health safety protocols like wearing of face mask in public, sanitizing hands, observing at least one-meter physical distancing, observing cough etiquette, and staying at home of children and senior citizens.

LGUs were also encouraged to organize Barangay Disiplina Brigades in each barangay in the country to drive the campaign’s core message: individual responsibility and discipline will stop the spread of COVID-19. To be composed of volunteers, barangay tanods, and other concerned residents, the Barangay Disiplina Brigades shall promote the spirit of volunteerism and ensure that the community implements the minimum public health standards (MPHS). The DILG’s nine attached agencies were also directed to incorporate the “BIDA ang May Disiplina: Solusyon sa COVID-19” campaign in their ongoing or upcoming programs, projects, and activities (PPAs) related to beating COVID-19. They also encouraged LGUs and DILG attached agencies to use their existing social media platforms to promote discipline as the new normal to beat COVID-19 by posting or sharing infographics, videos, or press releases of the Campaign.

LGUs and attached agencies have reported significant and sustained gains as they continue to champion the BIDA ang May Disiplina campaign through implementing the aforementioned initiatives.

Milestones

The national launch of the “BIDA ang May Disiplina: Solusyon sa COVID-19” campaign was conducted with the DILG National Capital Region and the City Government of Marikina on August 14, 2020 in Marikina City, led by the DILG Undersecretary Jonathan Malaya together with the DOH Secretary Dr. Francisco T. Duque III and Marikina Mayor Marcelino Teodoro.

On 2 September 2020, Manila Mayor Isko Moreno, Baguio Mayor, Contact Tracing Czar Benjamin Magalong, and Ormoc Mayor Richard Gomez guested in the virtual launch and shared how they promote discipline in their localities amid the pandemic.

The DILG also initiated partnerships with the private sector in further spreading the B.I.D.A. message. On September 16, 2020, an activity dubbed “BIDA ang May Disiplina: Harnessing Private Sector Support to Defeat COVID-19” was conducted. The event highlighted the signing of a Memorandum of Agreement with the Ad Standards Council and Kapisanan ng mga Brodkaster ng Pilipinas for radio ads to support the campaign.

The event introduced the celebrity ambassadors of the campaign, namely Diether Ocampo, Jiggy Manicad, James Deakin, Paolo Bediones, and its first female champion, Regine Tolentino. The DILG and the National Youth Commission partnered with the Limitless Lab in conducting an online training dubbed “BIDA ang Kabataang May Alam at Disiplina: A Virtual Basic Orientation on Video Production” on 18 September 2020.

The half-day online webinar, participated by the Sangguniang Kabataan representatives from different regions in the country, were taught how to produce videos for social media in line with the component of the BIDA ang May Disiplina campaign to prevent fake news amid the pandemic. The DILG partnered with the National Telecommunications Commission to promote BIDA practices through public text blasts.

The DILG further rallied the support of local chief executives (LCEs) to the BIDA ang May Disiplina campaign through the designation of LCE Ambassadors of each region in the country who will advocate the same among their fellow LCEs in their regions and their constituents. Among the identified champions of the campaign named in DILG Memorandum Circular No. 2021-019 issued on 16 December 2020 are Quirino Governor Dakila Carlo Cua of Region 2 and Marinduque Governor Presbitero J. Velasco Jr. of Region 4-B.

The BIDA ang May Disiplina campaign continues to reach a wider audience through the development of TV commercials (TVCs) which feature DILG Secretary Eduardo M. Año and Disiplina Muna Ambassadors, namely public personalities Diether Ocampo, Paolo Bediones, James Deakin, Mayor Isko Moreno, Mayor Richard Gomez, and Arci Muñoz.

The TVCs are currently being aired on the Solar Learning channel and shown on LED billboards of local government units (LGUs) in Metro Manila and other parts of the country, as well as LED billboards of the Metropolitan Manila Development Authority and Armed Forces of the Philippines. The TVCs encourage individuals to get vaccinated as one with the national government to achieve population protection in the fight against COVID-19. The TVCs are also posted online on DILG Philippines and Disiplina Muna Facebook pages and the Kuwentuhang Lokal program in Teleradyo.

Organization

Department of Foreign Affairs Consular Office (CO) Lucena

Best Practice Focus Area/s

Operations

Year Implemented

June 2021

This is a GBPR Entry

Summary

The Courtesy Lane Appointment Schedule System (CLASS) is a database for Courtesy Lane Appointments received through emails, telephone calls, and walk-in inquiries. With the implementation of the no walk-in policy and the AlternativeWork Arrangement (AWA), CO uploaded the CLASS in google sheets to be able to address backlogs for request accommodations for Courtesy Lane. The CO of Lucena’s Courtesy Lane Appointment Schedule System (CLASS) is the CO’s database for appointments made via e-mails, telephone calls, and Inquiries in Public Assistance and Complaint Desk (PACD).

Background and Problem

When CO Lucena reopened on 18 May 2020 after the Enhanced Community Quarantine, the CO received requests for courtesy lane accommodations from OFWs, Senior Citizens, PWDs, and minors with urgent or emergency travel abroad. At that time, the Department is implementing a no walk-in policy to comply with the current health protocols. CO is scheduling the request through a database accessed by the Communication Officer only. The numerous emails received through the official email by the Communications Officer have averaged 100 emails/day since the pandemic. The CO encountered backlogs in scheduling requests for accommodation for the Courtesy Lane. CLASS has been developed to be more responsive to the problem and assist the Communications Officer in dealing with numerous requests.

Solution and Impact

To address the backlog of requests for accommodation in the CO’s Courtesy Lane and to provide a more responsive approach to the demands while complying with the minimum health requirements being implemented. The CLASS was uploaded in Google Sheets, and the CO’s Team was able to access it online. Work from Home personnel can now support the onsite personnel by handling the requests for accommodation of applicants. The program will be utilized and improved further as the need arises. Currently, the Administrative Officer is monitoring the content of the CLASS every week to check on the appointment’s status and the data’s content. There has been no time that the program cannot be practiced because all frontline personnel is involved in the CLASS. If one person has difficulty with internet connectivity, other team members can update the CLASS using their device as long as it has internet connectivity. It is also being discussed in the daily meetings using Zoom or Google Meet platforms.

CO’s implementation procedure is as follows: CO’s Communications Officer will receive requests for CLASS through email. He will then forward the email to CO’s Consular Supervisor for assessment if the request is eligible for inclusion in CLASS. For other cases that need approval/assessment, the Consular Supervisor will request guidance from HCO or AO for the accommodation request. If the request is approved, personnel from work-from-home will receive an email from the consular supervisor that an applicant needs to be included in CLASS. Personnel from WFH will include the name on the next available date in the CLASS; and for telephone calls received and walk-in inquiries from the Public Information and Complaint Desk (PACD), the Information Officer will request the applicant to email their request for accommodation, including the attachment of supporting documents for their eligibility to CLASS accommodation in CO’s Official email.

Milestones

Before the CO implemented CLASS, walk-in applications were accommodated for Courtesy Lane. With the current pandemic, which required compliance with minimum health requirements, the CO developed CLASS to be more responsive and organized to the requests for the service.

• With the implementation of the CLASS, the CO noticed the following remarkable results:
• The CO can easily monitor available dates for CLASS;
• The CO has become more responsive to the request for accommodations;
• The CO became compliant with the existing health protocols;
• Work from Home personnel became more productive.

When the Department implemented the Alternative Work Arrangements, personnel on Work from Home were given the task of closely monitoring their emails so that they could immediately input the names requesting the service. The CO is more organized in addressing the request for Courtesy Lane. It is also convenient to the management since it can also see real-time the available dates or search for the names who requested the service. Presently, the CO has highly motivated personnel and is responsive to the needs of the public. Even with limited resources, we can be as responsive as other offices in the Philippines.

Organization

Department of the Interior and Local Government

Best Practice Focus Area/s

Strategy, Citizens, Customers, Operations

Year Implemented

2018

This is a GBPR entry

Summary

The processing of Death Benefit Claims (DBC) was a long process that required many steps and was done manually. These led to long processing times. To address these challenges, DILG introduced the Information System–DBC Module. The program included features that allowed for this request’s quick and easy processing. Overall, it led to faster processing times and saved the department a lot of money. 

Background and Problem

From 2002 until 2018, the processing of DBC was a long process done entirely manually, leading to long processing times. It took time to encode names, cross-check the names against the master list of barangay officials, mail and receive requests, and consolidate lists. On top of this, the process required many steps. To illustrate, the following used to be the necessary steps to accomplish this task:

1. The City/Municipal Local Government Operations Officer (C/MLGOOs) usually receives the beneficiary’s DBC requests. 
2. It will then be verified in the Barangay Official Profile database whether the deceased barangay official was an incumbent in the current term or seated from a previous term.
3. After verification, a form will be filled out indicating the name, position, date of death, province, city/municipality, and barangay. It will be sent to the provincial office and the required documents. 
4. The provincial office will then validate the documents and transfer them to another form addressed to the regional office together with the attached documents. 
5. The same procedure will be done by the regional DBC focal person and will be transferred into another form. 
6. It will then be sent to the National Barangay Operations Office (NBOO) before the cut-off date, which is every 25th of the month.
7. It will then be transferred to the National Regional Summary of Funding Requests and DBC Consolidated Lists Forms, wherein errors in the typing of names and other details usually occur.
8. The documents will then be transmitted with the cover memo and letter of request for fund allocation to the Department of Budget and Management (DBM) Secretary by the Department of the Interior and Local Government (DILG).

Overall, the processing time for availing of the service—from filling up the application form to settling the claim, took about 3 to 5 months.

Solution and Impact

To address these challenges, on 14 February 2018,  the DILG issued Memorandum Circular 2018-17 to implement the online processing of DBC. And in July 2018, DILG offices, from field offices up to the Central Office, adopted the Information System–DBC Module.

A directive from the Department Secretary was also issued to all DILG Regional Directors to ensure that the regional and field offices of the department would no longer process this request manually and that they also utilize the program. 

One of the significant features of the program was the database of barangay officials’ profiles. In it, the status of a barangay official can simply be changed from “active” to “deceased.” Then, the name of the deceased barangay official (DBO) will become visible in the DBC module and indicate the required documents to serve as evidentiary proof. After the DBO information is created, it will be submitted to the Provincial Office. 

This feature made the process easier on the side of the Regional Offices. The names of DBOs can be seen in the “Claims to Process” program under the program dashboard. The DBC focal person should validate and submit the names of DBOs to be forwarded to NBOO. If a discrepancy is found, the DBC focal person only needs to click a button to return to the City/Municipality for correction.

Overall, these changes greatly reduced the long processing time for the DBC. Notably, a step that took 39 days was cut to 13 days. Moreover, the program made the process paperless, saving the department an estimated Php 4.3 million.

Notably, the Information Systems and Technology Management Service’s (ISTMS) programmers were able to develop the program in such a way that it would be user-friendly and easy to learn in just one sitting. And given that provincial field officers and regional employees are usually re-assigned to different tasks, the program’s user-friendliness means they will not have a hard time filling in the responsibility of a DBC focal person.

Milestones

Because of its success, the online processing of DBC was included in the National ISO-quality management system as one of the multi-stage processes of the Department. Notably, as it was being included, some improvements were also made, reducing the number of days to process requests.

Moreover, despite the program not being designed for the circumstances of the COVID-19 pandemic, the process of DBC was not slowed down. Notably, NBOOs, with the approval of management, had devised a scheme even when most of their employees were in a work from home alternative work arrangement.

Organization

Department of the Interior and Local Government Cagayan Provincial Office

Best Practice Focus Area/s

Leadership Strategy Citizens / Customers

Year Implemented

2018

This is a GBPR entry

Summary

The Department of the Interior and Local Government (DILG) noticed that many of its projects lack the involvement of local stakeholders, leading to many problems in their implementation. As such, the Institutionalized Community Awareness and Responsibility Enhance (ICARE) Program was an initiative toward involving and empowering local stakeholders in the implementation of projects. As a result, stakeholders became more involved, and projects were completed in compliance with standards.

Background and Problem

In 2017, the Department of the Interior and Local Government (DILG) Cagayan Provincial Office implemented the Local Government Support Fund-Assistance to Disadvantaged Municipalities (LGSF-ADM). However, upon the inspection and monitoring of the Provincial Project Development Management Unit (PDMU), it received various complaints such as the alleged corruption by local officials, construction of substandard projects, and the lack of sustainability and maintenance measures for ongoing and completed works; all of which were attributed to the lack of involvement of local stakeholders.

Solution and Impact

To address the aforementioned issues, the Institutionalized Community Awareness and Responsibility Enhance (ICARE) Program was launched in tandem with the Local Government Support Fund-Assistance to Disadvantaged Municipalities (LGSF-AM).

The ICARE Program is an initiative towards involving and empowering local stakeholders–municipal functionaries, barangay officials, civil society and non-government organizations, and even the beneficiaries in implementing projects. It does this by informing them of their roles and capacitating them to perform their functions.

The program considers interventions for the whole lifecycle of a project, even before the project is started, during the implementation, and until the project has been completed. The following are some of the highlights of the ICARE program’s typical implementation:

1. Conduct of ICARE Forum and Ground-Breaking Ceremony
2. Conduct of Stakeholder’s Dialogue
3. Re-organization of the Municipal Project Monitoring Committee
4. Municipal Project Monitoring Committee (MPMC) Strengthening
5. Conduct of Inauguration and Turn-Over Ceremony

Upon completing this program, DILG Cagayan Provincial Office found that it had achieved its objectives. Notably, the following were the most significant benefits of the ICARE Program:

1. Aware and Responsive Local Stakeholders – The conduct of the ICARE Forum led local stakeholders to be more aware of the LGSF-AM and how these programs should be implemented. Also, having made them responsible for monitoring made them responsive to implementation issues. Notably, they quickly reported violations and non-compliance to the Municipal Government or the DILG.
2. On-time Implementation of Most LGSF-AM Projects and Compliance with National Standards on Project Implementation – Because of the vigilance of the local stakeholders, the Municipal Government and the contractors of the LGSF-AM projects became more committed to completing projects following the approved and submitted implementation schedule. Notably, the required material testing and construction logbooks were also observed by some municipalities. Moreover, most of the projects that had been implemented in tandem with the ICARE program were observed to be of better quality.

Milestones

After launching the ICARE Program for LGSF-AM projects, ongoing 2017 ADM Projects also underwent the program; likewise, they were also thoroughly completed. Moreover, the program also helped slow-moving 2018 LGSF-AM projects to be fast-tracked, and it had led these projects to be completed on time, and some even ahead of time.

Organization

Department of the Interior and Local Government

Best Practice Focus Area/s

Citizens / Customers Measurement, Analysis and Knowledge Management Operations

Year Implemented

10 January 2020

This is a GBPR entry

Summary

The ECLIP IS is an online system designed to methodically collect, store, track, manage, interpret, and utilize the data of beneficiaries for the ECLIP. Before its implementation, the processing of financial claims used to be processed manually. This caused the office’s speed and efficiency to be significantly affected. Now because of this system, their data collection and analysis have greatly improved. Moreover, the provision of ECLIP has become more accessible and convenient for the office.

Background and Problem

Through the Enhanced Comprehensive Local Integration Program Information System (ECLIP), the Department of the Interior and Local Government (DILG) has been administering financial assistance packages to Former Rebels (FRs), including members of the New People’s Army (NPA) and Militia ng Bayan (MB), who surfaced and wanted to return to the folds of the law and become productive citizens of the society. And with the passage of AO No. 25, s. 2020, the beneficiaries of ECLIP have even expanded to Former Violent Extremists (FVEs). The FVEs are identified as members of the Abu Sayyaf Group, Dawlah Islamiya, Turaife Group, and other violent extremist groups. The continuity of the ECLIP is crucial because it is a program intended to address the legal status and security of former rebels and their economic, social, and psychological rehabilitation needs. It is one of the peacebuilding initiatives of the government to end local communist armed conflict.

However, before the development of ECLIP IS, the processing of financial claims used to be processed manually. Claims had to pass through the Local Social Welfare Development Office (LSWDO) of the concerned Local Government Unit (LGU) and down to the DILG Provincial Office. Then, the DILG Provincial Office would have to check on the completeness of the papers submitted by the LSWDO, and if the documents were found to be in order, they would then be transmitted to the DILG Regional Level for checking. Then the DILG Regional Office would have to transmit the documents to the DILG Central Office manually. Given the manual transmission of documents as the conventional method for processing claims, the process took around three months to complete. Overall, the speed and efficiency of the settlement of accounts were greatly affected.

Solution and Impact

To address the timeliness issue—especially during the COVID-19 pandemic, to make the ECLIP more accessible for interested beneficiaries, and to expand the department’s capacity to process requests, DILG shifted the ECLIP online through the Enhanced Comprehensive Local Integration Program Information System (ECLIP IS). The ECLIP IS is an online system designed to methodically collect, store, track, manage, interpret, and utilize the data of beneficiaries. Moreover, the ECLIP IS was designed to have a clear process flow so that the responsibilities of each stakeholder are defined and the forms to be uploaded are also specified. Additionally, ECLIP IS can generate different reports based on the selected action taken. Some of those include:

• Regional Breakdown per financial assistance
• Total No. per Type of FRs
• Financial Appropriation
• Regional Sub-Allotment
• List of FRs who claimed their checks

Through the ECLIP IS, data collection and analysis have improved. Providing financial assistance packages has become easier and more convenient for DILG. The processing time has decreased due to utilizing the internet and the DILG Intranet. 

Milestones

Because the ECLIP IS sped up the process, the utilization rate of funds was also significantly propelled compared to the previous years. For instance, as of May 2021 this year, the fund intended for ECLIP was already depleted.  For FY 2020, the ECLIP Utilization Rate was at 99.89%. Meanwhile, the Utilization Rate for FY 2021 was 93.08% as of 30 June 2021.

Organization

Civil Service Commission Regional Office II

Best Practice Focus Area/s

Citizens / Customers

Year Implemented

2020

This is a GBPR entry

Summary

The COVID-19 pandemic caused many restrictions on the continuity of work in Region II. This caused the Civil Service Commission Regional Office II to initiate the Civil Service Commission Regional Office II’s Delivery of Outstanding Satisfaction through Collaborative Activities for Resilient and Excellent Streamlining (CSC DOS CARES). It is the banner name for the office’s implementation of its short and long-term Business Recovery Action Plan (BRAP). It included monitoring health compliance, capacity building, knowledge sharing, and recognition. The activities resulted in the continuity of their operations, the safety of their employees, and recognition from other organizations.

Background and Problem

The COVID-19 pandemic caused many restrictions on the continuity of work in Region II. The status of community quarantine was constantly shifting and reverting, and different places also had other guidelines, altogether causing many travel restrictions and ultimately challenges in work schedule. Work scheduling in the region also considered the health of employees and their immediate families as there had been an increasing number of positive cases of COVID-19 in the cities of Tuguegarao and Santiago. And notably, the provinces of Nueva Vizcaya and Quirino were considered “high-risk areas.”

Seeing the need to actively participate in the whole-of-society and whole-of-government effort to contain the spread of COVID-19, the Civil Service Commission Regional Office II (CSC RO II) promptly crafted its Business Recovery Action Plan (BRAP). Notably, it included the New Normal Workplace Guide documenting all the efforts to be done as early as 27 April 2020.

Solution and Impact

The CSC DOS CARES is the banner name for the office’s implementation of its short and long-term Business Recovery Action Plan (BRAP). Notably, its components were patterned after the 4Cs of Change Management.

Commitment to Change.

Because of the pandemic, the office required its employees to strictly comply with newly implemented health protocols detailed in their New Normal Workplace Guide and in accordance with guidelines of the Inter-Agency Task Force for the Management of Emerging Infectious Diseases (IATF) and the Bayanihan to Heal as One Act, RA No. 11469. Notably, employees’ compliance with these changes is captured in their Individual Performance Commitment and Review (IPCR), Department Performance Commitment and Review (DPCR), and Office Performance Commitment and Review (OPCR).

Capacitating Change.

Despite alternative arrangements, employees were still required to deliver outputs as expected. However, they were provided opportunities for capacity building and digital upskilling. Employees were also allowed to share where they needed further support.

Contributing and Collaborating.

The implementation of this program also supported endeavors around mentoring, coaching, and collaboration throughout the office. This created an environment where everyone was encouraged to participate in the interchange of knowledge and skills. Likewise, the project also involved activities that nurtured these outcomes.

Celebrating and Continuing Change Collaboration.

Employees were recognized and given Bida Best Awards and CSC Rewards. Recognition came through the CSC eNewsletter, the CSC eBulletin, and the CSC Reporter. In some cases, group recognitions were conferred.

The program was released in tandem with an electronic monitoring system named eBRAPCHECK, Electronic Business Recovery Action Plan Check, and Compliance Kit. This facilitated the regular monitoring and evaluation of the program’s implementation. It featured designated excel sheets per tab, each capturing the program’s activities and measures. It detailed items that required immediate action and long-term implementation, and it even described the specific steps to be undertaken, the person/office responsible, resources, target date, and status of actions. It is subdivided into seven (7) sections colorfully tabbed for easier identification.

Its unique feature is the electronic compilation of all Evidence Requirements (ERs) and Mode of Verifications (MOVs), which is embedded in the details of the implementation, showing the file being referred to and described in an instant click. The CSC RO II also continuously collaborates with other agencies to benchmark and share best practices. The CSC DOS CARES has often been presented to heads of agencies, key officials, and members of various task forces during regional meetings, conferences, and webinars.

Milestones

Through the upskilling provided, the office could continue its services digitally. This also provided them with high levels of client satisfaction. The increase in digital skills also created a snowball effect, leading the office to develop many other digital innovations. Audits conducted by TUV Rheinland, the Quality Management System Audit Team, and the CSC Internal Audit Service Team resulted in positive findings for the program’s initiatives and innovations.

And because of their employee’s strict compliance with the health protocols, they only had very few employees who tested positive for COVID-19. Notably, the Department of the Interior and Local Government (DILG) also conferred the Safety Seal to the office on 8 July 2021. The Safety Seal affirms that an establishment or government facility complies with the government’s Minimum Public Health Standards (MPHS). The office’s New Normal Workplace Guide also prompted it to create its Safety and Health Committee. Likewise, it also opened up partnership opportunities with the regional offices of the Department of Labor and Employment (DOLE) and Department of Health (DOH) in crafting Regional Guidelines for COVID Control and Prevention in the Public Sector.

Organization

Department of Foreign Affairs

Best Practice Focus Area/s

Leadership; Measurement, Analysis and Knowledge Management; Operations

Year Implemented

22 April 2020

This is a GBPR Entry

Summary

On 22 April 2020, the Department of Foreign Affairs (DFA) institutionalized the creation of the DFA Epidemic Response Committee (ERC), which has been mandated to craft and implement measures to prevent, prepare for, and respond to COVID-19 infections in the Home Office, Consular Offices, and Foreign Service Posts. The ERC is tasked with crafting an Infectious Disease Preparedness and Response Plan (IDPRP). Through the creation and management of the Committee and the implementation of its IDPRP, the spread of COVID-19 infection has been prevented, the safety of DFA’s personnel ensured, and public service continuously provided.

Background and Problem

The COVID-19 pandemic unceasingly worsened, disrupted people’s lives, and adversely affected the normal operations of the Department. Before creating the ERC, the DFA did not have a clear policy or guidelines on how the spread of COVID-19 can be prevented and managed once there is a probable case of COVID-19. With the creation of the ERC and its IDPRP, guidelines have been created to avoid the spread of COVID-19, manage the suspected cases, and set the COVID-19 testing protocol. With its Home Office units, Consular Offices, and Foreign Service Posts, the Department was prepared before easing COVID-19 restrictions, which resulted in efficient new normal operations.

Solution and Impact

The ERC prepared the Infectious Disease Preparedness and Response Plan (IDPRP). The Plan has three parts or phases: Reduce, which is all about the mitigation and preparedness; Respond, dealing with the pandemic such as developing policies and procedures for prompt identification and isolation of sick people; and Recover and Resume, to effectively manage, control, and, with safety in mind, expedite the return to normal operations. This stage provides for the activities and programs to gradually return the Department’s system to its normal day-to-day operations. The Committee also created the Preparedness and Response Sub-Committee, tasked to cover the reduce and respond phases of the plan. The Response Sub-Committee conducts a rigorous surveillance process to identify and manage unwell personnel. The Sub-Committee also established reporting, notification, and contact tracing protocols relative to suspected or COVID-19-positive personnel.

The Preparedness and Response Sub-Committee and the ERC even conducted a recovery and resume phase testing at DFA Main and at OCA ASEANA to check the Department’s preparedness. They also conducted tabletop exercises such as when personnel or visitors at the entry point have a high temperature, when receiving clients, or when personnel are not feeling well and must go to the isolation room, etc.

The immediate results of all the preparation and good management practices of the ERC resulted in a low number of COVID-19 cases (87 positive cases out of 4,372 personnel tested recorded from April 2020 to 11 March 2021 or only 1.98%), notwithstanding that the Department continuously provided frontline services to the public which increased the probable exposure of personnel to COVID-19. In addition, when there is a sudden spike of cases, Offices and the Department has a guideline to trigger lockdown and resume operations within 48 hours. Long term, the Infectious Disease Preparedness and Response Plan of the ERC can be used if another pandemic occurs.

Milestones/Next Steps

Some of the Milestones of the Committee are:

• The Epidemic and Response Committee was created;
• The creation and implementation of the Infectious Disease Preparedness and Response Plan (IDPRP);
• DFA Personnel were tested for COVID-19;
• Workplace Health Coordinators were designated per Office to ensure that personnel followed the safety and health protocols and guide those who tested positive or were suspected of COVID-19. A Workplace Health Coordinators Handbook was also created;
• Contact Tracing Guidelines were created;
• Emergency Response Protocols for Workplace was created and tested; and
• Additional issuances were created as more information was learned.