Category: Citizen-centered Services

Organization

Department of Science and Technology Regional Office XI

Best Practice Focus Area/s

Strategy, Human Resource, Operations

Year Implemented

28 July 2020

This is a GBPR for COVID-19 Response entry

Summary

The DOST XI Pandemic Manual (PAN Manual), which is a procedure manual, defines the scope, purpose, and responsibilities of the procedures for prevention, mitigation, and building resilience to epidemics and pandemics of the DOST XI.

This PAN Manual is aligned with relevant international and local laws and regulations, such as the World Health Organization (WHO) health protocols and Occupational Health and Safety (OHS) Standards. It provides step-by-step procedures for implementing various technologies, innovations, and systems developed to provide a secure working environment during health outbreaks. The PAN Manual shall serve as guidelines for both the employees and external customers and will ensure the continuous delivery of quality products and services of the DOST XI despite past, ongoing, or expected epidemics and pandemics.

Background and Problem

The International Health Regulations of 2005 provide the framework for WHO epidemic alert and rapid response activities to control international outbreaks and strengthen international public health security. This is complemented by several local laws and regulations that support the management of health emergencies, such as the Republic Act No. 11332 or the Mandatory Reporting of Notifiable Diseases and Health Events of Public Health Concern Act as well as the Executive Order No. 168 Series of 2014 or creation of the Inter-Agency Task Force for the Management of Emerging Infectious Diseases in the Philippines. There are also specific local laws and regulations passed to effectively respond to the ongoing COVID-19 crisis, such as the Republic Act No. 11469 or the Bayanihan to Heal as One Act, Proclamation No. 922 Series of 2020 or Declaring a State of Public Health Emergency throughout the Philippines, and the Department of Health (DOH) Administrative Order No. 2020-0015 or the Guidelines on the Risk-based Public Health Standards for COVID-19 Mitigation, among others.

With these, the DOST XI opted to establish, implement, and maintain a Pandemic (PAN) Manual with the objectives of defining the scope, purpose, and responsibilities of DOST XI Regional Office personnel in relation to the procedures on prevention, mitigation, and building resilience to epidemics and pandemics. The PAN Manual will also guide all DOST XI personnel, customers, and other stakeholders on what to do in terms of pandemics. It also aims to standardize each procedure for preventing, mitigating, learning, and integrating epidemics and pandemics and ensure the continued delivery of quality products and services.

Solution and Impact

In order to ensure the delivery of products and services despite past, ongoing, and expected epidemics and pandemics, the DOST XI launched a manual entitled “DOST Davao Region Pandemic Manual: A Procedures Manual on Prevention, Mitigation and Building Resilience to Epidemics and Pandemics.”

The DOST XI could conduct consultations between the management and DOST XI personnel in developing and reviewing the procedures in the Pandemic Manual. It documented 61 detailed procedures in the PAN Manual, including 16 procedures for mitigation, 27 for mitigation, and 5 for learning and integration. The office deployed and continuously improved the Pan Manual procedures across the DOST system and provincial offices. It also created a Decision Scorecard for COVID-19 (including an online form) that will be used for monitoring DOST XI’s personnel’s health condition upon entry to any DOST XI office/facility. The DOST XI will recommend suggestions to its personnel entering the office regarding their total scores and implement corresponding actions to provide safer and more secure transactions. Launching and utilization of the Pan Manual using media outlets increased awareness of preparation, planning, and implementation. It also showcased its commitment to protecting its personnel and providing its customers, stakeholders, and partners with quality products and services. It also provided a guide for other organizations, such as the National Economic Development Authority (NEDA) XI, Office of Civil Defense (OCD) XI, Philippine Science High School (PSHS) System, etc., in crafting their own guidelines to combat COVID-19.

Milestones/Next Steps

To date, the DOST XI records zero positive cases of COVID-19 among all its employees (Permanent, CoS, Job Order, Utility Workers, etc.). The DOST XI Pan Manual has been deployed to all DOST offices/units, including the regional offices and attached agencies and other government agencies, Higher Education Institutions (HEIs), offices like the NEDA, OCD, PSHS system, and University of Southeastern Philippines (USEP). The DOST XI also created a decision scorecard (online and paper-based) intended to monitor the DOST XI personnel’s health to provide safe and secure transactions.

The DOST XI Pan Manual serves as a guide in implementing their respective organizations’ processes and delivery of services and to better provide a secure working environment in the event of health outbreaks. The manual provides guidelines for the DOST XI and other agencies in planning and adopting strategies to adapt to the “New Normal” set-up and to further prepare for any similar situations.

Organization

Ifugao Rice Terraces as Globally Important Agricultural Heritage System Research and Development Center

Best Practice Focus Area/s

Strategy; Measurement, Analysis, and Knowledge Management; Human Resource

Year Implemented

This is a GBPR entry

Summary

With its current capacity-building project, the Ifugao Satoyama Meister Training Program (ISMTP), IFSU employed community-based human resource development among academicians and indigenous peoples. This IFSU Project is an outreach and extension service to the indigenous communities of Ifugao. Among the sectors served by the project are teachers from the Department of Education Schools Division of Ifugao, young professionals, farmers, tour guides, and entrepreneurs.

With Community-based human resource development, the project interfaced theory and practice among the IFSU mentors and the sectors they served. This kind of interaction merged two perspectives: theory from the academe and practice from the community. It paved the way for IFSU mentors to learn the conditions on the ground while community members acquired theories from the mentors.

Background and Problem

Located in indigenous territory, the Ifugao State University (IFSU), through its Ifugao Rice Terraces as Globally Important Agricultural Heritage System (IRT-GIAHS) Center, has been at the forefront of heritage conservation in Ifugao. The center developed innovative approaches and practices in localizing, mainstreaming, and internationalizing heritage conservation with its past and current programs and projects.

Among recent challenges that needed to be addressed was the slow erosion of Indigenous Knowledge Systems (IKS). In 2001, the Ifugao rice terraces were included in the UNESCO World Heritage Committee’s List of World Heritage in Danger. In a study conducted by the Save the Ifugao Terraces Movement (SITMo), a local non-government organization (NGO) based in Ifugao, the following are the significant reasons why the terraces have deteriorated:

• The living rice culture that maintains the terraced fields is under grave threat from a host of powerful man-induced forces.
• Traditional resource management practices have been disrupted by the introduction of an open-market economy which has caused the out-migration of young people and the loss of the conventional cooperative labor required to maintain the irrigation system and terrace walls.
• The imposition of national policies on local government and the pressure exerted by Western religions have marginalized the traditional role of indigenous knowledge holders in managing the daily lives of the community and the environment.
• The introduction of new high-yield rice varieties, non-endemic flora, and fauna has disrupted the fragile ecosystem and traditional agricultural practices.

Government interventions have been focused on infrastructure development that has led to site degradation.

Solution and Impact

The first project is the Ifugao Satoyama Meister Training Program (ISMTP), a 6-year international twinning project between the Province of Ifugao and the Ishikawa Prefectural Government of Japan. ISMTP is a 1-year training course primarily aiming to capacitate local heritage communities through research, product development, international exposure, and lecture series on different themes and topics. With ISMTP, at least 100 individuals from four heritage municipalities of Ifugao graduated as meisters. For almost six years since 2015, the meisters have conducted at least 100 community-based research on different themes. The 100 meisters now serve as a formidable force in advancing sustainable practices for the conservation of the Ifugao Rice Terraces (IRT).

ISMTP focuses on capacity building, research, and project development. ISMTP trainees are community members in the four GIAHS areas of Ifugao: the municipalities of Banaue, Hungduan, Mayoyao, and Kiangan. The trainees come from different backgrounds, including weavers, teachers, entrepreneurs, farmers, government officials, and employees.

GIAHS Mainstreaming

The ISMTP contributed to mainstreaming plausible solutions to the problems and challenges in the IRT. The people behind the ISMTP tirelessly worked with international and local partners to conserve the IRT.

IFSU, through the IRT-GIAHS Center, applied and was accepted into the International Platform for Satoyama Initiative (IPSI). The highlight of the application was the value of mentoring among academicians, farmers, entrepreneurs, and other sectors.

ISMTP has been organizing the Annual Philippine-Japan Forum since 2015 to highlight both countries’ efforts in heritage conservation. Further, a yearly international exposure is hosted by both countries. As a result of their 1-year rigorous training, meisters embodied the lives of a true Satoyama meister. Most meisters are now implementing their projects and even practicing mentoring within their communities.

Community-Based Researches

To date, at least 100 meisters have graduated from the training program, and a total of 100 research on IRT, biodiversity, agriculture, and other themes were produced by the Center. IFSU mentors and mentees have been presenting their research in local and international fora.

One added value of the project is that it trained farmer-trainees to conduct research. Thus, farmers who applied for the training were able to conduct research projects relevant to their communities. From the different research projects, a Battikul Rice Field Production was initiated, rice brew was introduced, and heirloom rice baby food was developed. Moreover, the socio-economic aspect of weaving Ifugao textiles was also studied, resulting in the recommendation for higher wages and benefits for traditional weavers. Lastly, close mentoring led to payoh (rice fields) reconstruction.

The meisters’ tedious work results contributed to the Philippine Country Report aimed at delisting the country from the List of Endangered Heritage Sites by UNESCO.

Milestones/Next Steps

Ifugao holds two global heritage distinctions: from the Food and Agriculture Organization of the United Nations (UNFAO) as GIAHS in 2004; and the United Nations Educational, Scientific and Cultural Organization (UNESCO) as a World Heritage Site in 1995. UNESCO proclaimed the Hudhud Chants as a Masterpiece of the Oral and Intangible Heritage of Humanity in 2001 and Punnuk in 2015.

In 2014, IFSU created the IRT-GIAHS Center as its heritage conservation arm. Since its creation, IRT-GIAHS implemented several programs and projects focusing on the Ifugao Rice Terraces. Currently, the center hosts two current projects geared towards perpetuating the important agricultural heritage system of the indigenous peoples of Ifugao.

Organization

Municipal Government of San Mateo, Rizal

Best Practice Focus Area/s

Citizens / Customers

Year Implemented

2014

This is a GBPR entry

Summary

Through the leadership of both the LGU and the OSCA, the Elderly Visitation Program was regularly carried out in San Mateo. The program aims to visit certain bedridden elderlies in each community. The Elderly Visitation (EV) team consists of the OSCA officers (the OSCA President and the Barangay President), social workers, health workers, community leaders, and pastors from the Movement of Moral Transformation of San Mateo (MMTSM), physical therapists (PTs), and People’s Program Initiative (PPI).

Background and Problem

Based on the Local Government’s trajectory, the demographics of elderly people will increase in the coming years. This increase will lead to additional government social services focusing on senior citizens’ welfare. In addition, a large percentage of this sector is identified to be indigent. Given this, not all senior citizens are fortunate enough to have access to privileges such as a monthly pension, free healthcare, luxurious care, and comfortable retirement. Unfortunately, some are Persons With Disabilities, bedridden, or both. Their lives are not ideal, especially for those who have aged and experienced life to the fullest and still have to live the rest of their days restricted to their bed, sick and poor. The OSCA acknowledged the need to provide extra care and attention to bedridden elderlies in the indigent sector.

Solution and Impact

The EV team conducts rapid check-ups for the elderly and provides free medicines and necessary vitamin supplements. They also conduct counseling for both elderlies and their guardian, as well as Physical Therapy guidance for the guardian with the elderly’s wellness in mind. They also bring food packs including milk, fruits, juices, and crackers for the bedridden senior citizens. The pastors provide spiritual counseling and prayers for elderlies and their families.

Overall, the program aims to provide a holistic yet personal approach in taking care of the indigent and bedridden senior citizens of San Mateo, Rizal. These are among the most vulnerable of San Mateo’s communities. The LGU and the OSCA would like to care for them in the most endearing and compassionate way possible. Visiting them in their homes makes the bedridden elderly feel important and cared for. This is one of the ways LGUs can give back to the generation that built the nation — making them feel important and valuing them as they age.

In one visit, the elderly received a free rapid check-up with free medicines and vitamin supplements, a “kumustahan” with the OSCA officers and community leaders, a food and nutrition pack, a basic physical therapy session, spiritual counseling, and an interview with a social worker. This program created an opportunity to improve the quality of life of indigent and bedridden senior citizens. It also uplifted their spirit by taking the social services of the Local Government right to their very homes. The beneficiaries felt valued and cared for; they were given hope.

Milestones/Next Steps

The Municipality of San Mateo began its Elderly Visitation Program in February 2014. The project was a collaboration between the Municipal Government of San Mateo and the San Mateo Federation of Senior Citizens (OSCA), aiming to help senior citizens who are bedridden, disabled, and indigent. As the program prospered, it was held regularly through the formation of the EV Team. Since it became more regular, an average of 15 senior citizens were visited weekly. Annually, it could be estimated that the Team visited about 600 indigent bedridden elderlies.

Former Mayor Tina Diaz also received the Dakilang Adhikain ng Ating Lahi Award for the Elderly Visitation Program for its invaluable contributions to uplifting lives and promoting the welfare of senior citizens. This recognition was bestowed by Business Mirror, Unilab, Ritemed, and United Bayanihan Foundation, Inc. on the occasion of the 5th Dakilang Adhikain ng Ating Lahi Award in 2017.

Organization

Department of Education – Schools Division of Dumaguete City

Best Practice Focus Area/s

Strategy, Operations

Year Implemented

School Year 2020-2021

This is a GBPR Entry

Summary

As the spread of COVID-19 continued to affect everyone in the country, the Department of Education (DepEd) Schools Division of Dumaguete City strived to ensure the continuity of learning. And through the “Abot Ka Namin ” program, a number of projects were conceptualized around the distribution of learning materials. Namely: Academic Panda and its supplementary projects, Material Reproduction Kiosks (MRKs), Drop and Pick System, and School Mobile Delivery Unit (SMDU).

Background and Problem

As the spread of COVID-19 continued to affect everyone in the country, the Department of Education (DepEd) Schools Division of Dumaguete City strived to ensure the continuity of learning, the active involvement of all teachers, parents, and the community, and the safe operations of all schools.

Also, they saw that the current situation offered a historic opportunity to explore and promote the sustainability and responsiveness of the education system in light of catastrophic circumstances. To them, the disruption brought by the pandemic has highlighted not only the crucial role of research and innovation in education but also the need for reinforced partnership and cooperation between schools and stakeholders to increase the resilience of the schools division against COVID-19 and similar outbreaks in the future.

A survey they conducted in June 2020 found that out of 20,000 enrollees, 18,000 reportedly have access to cellphones and other gadgets that can access the internet. With this data, the division created programs that provide students with easy access to education while at the same time protecting young children and the youth from the dreaded disease.

Solution and Impact

Through the “Abot Ka Namin” program, a number of projects were conceptualized around the distribution of learning materials. Namely: Academic Panda and its supplementary projects, Material Reproduction Kiosks (MRKs), Drop and Pick System, and School Mobile Delivery Unit (SMDU).

Academic Panda

Academic Panda would be an in-house developed application inspired by Foodpanda. Just like how Foodpanda enabled people to not only shop for food and supplies in the safety of their homes but also have these delivered directly to their doorstep, their application aims to re-create the same service model but with educational modules and learning materials. The application would offer instructional materials and many other curricular-related materials such as school forms, self-learning modules, and many other resources. The application would also be where parents and students could “order,” and it would also send these orders to the concerned stakeholders.

Material Reproduction Kiosk (MRK)

The MRK would be physical and offline repositories for learning materials, self-learning modules, and other resources. In connection with Academic Panda, these kiosks would be where ordered materials are reproduced. The team envisioned that there would be 75 kiosks all over the city and five kiosks in every school.

Drop and Pick System

The “Drop and Pick” System is an extended support mechanism of Academic Panda. It would be used for situations where students who do not have access to the internet likewise would not have access to Academic Panda. In this system, schools would provide a claim-and-drop facility that will allow for the collection and distribution of learning materials. Notably, larger schools would have their stations distributed to nearby schools with a lesser population to avoid large gatherings.

School Mobile Delivery Unit (SMDU)

The SMDU is yet another extension of the Academic Panda. An SMDU would be a group of teachers that would bring learning materials right to the doorsteps of their learners’ respective homes, and they would also be the ones to retrieve these materials afterward. It would be used in extreme cases where parents or guardians cannot personally pick up the needed materials in the school. Naturally, those conducting the deliveries and retrievals would be trained to follow the necessary safety protocols.

Milestones/Next Steps

According to a news article published in July 2020, the team is cultivating support from various stakeholders to bolster the potential services of the MRK further. With additional help, the team hopes their MRKs may also provide an internet connection, more computers, printers, and other equipment.

In another news article published in July 2020, the City Schools Division Superintendent, Gregorio Cyrus Elejorde, introduced the application during a meeting of the City’s Inter-Agency Task Force for the Management of Emerging Infectious Diseases chaired by Mayor Felipe Antonio Remollo.

Organization

University of Southern Mindanao

Best Practice Focus Area/s

Leadership, Strategy, Operations

Year Implemented

March-June 2020

This is a GBPR Entry

Summary

Due to an untimely lockdown in the municipality of Cotabato, some of the university’s students, staff, and other stakeholders who resided outside of the municipality were stranded and unable to return home. As such, Oplan exodus: “Balik Tahanan, Balik Pamilya Program” was organized as a repatriation program for those stranded. Through the university’s collaboration with various stakeholders, all those stranded received constant support and were eventually able to return to their homes.

Background and Problem

In 2020, the Philippines implemented many lockdowns and various health protocols to combat the spread of COVID-19. This presented many challenges, especially around transportation and the movement of people in general. This situation did not exempt the municipality of Cotabato, where the University of Southern Mindanao (USM) is located. Notably, many of its students, staff and even some of the families of staff resided outside of Cotabato. And due to the lockdown implemented by Governor Nancy Catamco, who signed EO No. 21 on 17 March, there was no way for them to return to their homes, and thus they had no other recourse but to be stranded in Cotabato.

And aside from the stranded students in the area, there were also OJT students assigned in El Nido when the national lockdown happened, and they too needed assistance in getting home. The challenge was the schedule of flights. Flights from Palawan to Manila were scarce and uncertain. And even if there were, there weren’t any guaranteed flights from Manila to Davao, and the students were anxious about staying in Manila for an uncertain time.

Solution and Impact

The University’s Office of Student Affairs (OSA) facilitated the repatriation program. Initially, the office conducted an online survey to gather more data about the stranded students, and the data collected was used to get in touch with them. Also, through the university’s radio station, the office made announcements to enlist the assistance of Deans and faculty who had a line of connection to the stranded students. Moreover, the office also coordinated with the Provincial Government of Cotabato and the Local Government Unit (LGU) of Kabacan about how to repatriate the students.

And while the requirements for repatriation were still being processed, the university did not fail to provide continuous support by providing relief supplies such as rice, canned goods, noodles, vitamin capsules, and toiletries. Notably, they could have three waves of distribution, and they could reach a total of 323 students through the help of donations from faculty, staff, the university student government (USG), alumni, and other stakeholders. And a mobile clinic was also made available for those with health problems.

Moreover, another part of Oplan Exodus was the “Family Away from Home” component. It was to assist students, especially freshmen, who were experiencing homesickness and other anxieties. This component had key personnel not only deliver relief goods, but also use that opportunity to visit, connect, and have a debriefing of the situation they found themselves in.

Milestones/Next Steps

Once all the pieces had been set in motion, the program entailed a month-long coordination with various LGUs, the Provincial Government of Cotabato, the LGU of Kabacan, and the respective LGUs of those to be repatriated. And as part of the university’s due diligence, they had been making and receiving calls even during past working hours and weekends to ensure the safe sending-off of those stranded.

Through the collaboration of all those involved, the university facilitated the repatriation of 94 USM students and five non-USM students (e.g., siblings, spouses, children, or relatives). The rest were fetched by their families, and some from nearby municipalities managed to get home when public transportation became available. As for the three OJT students stranded in El Nido, arrangements with the respective LGUs and North Cotabato’s “Task Force Sagip Stranded Cotabateños, the OJT students were able to return home to their families in August 2020.

Organization

Municipal Government of Odiongan

Best Practice Focus Area/s

Leadership, Strategy, Citizens / Customers

Year Implemented

30 March 2020

This is a GBPR Entry

Summary

Odiongan Mercado on the Go was a rolling market. It was created to serve the municipality’s 20 far-flung and coastal areas. The implementation of quarantine protocols and physical distancing limited the number of people allowed to enter the public market. It also resulted in difficulties getting people’s daily market supplies due to limited transportation availability. As a result, local farmers and market vendors had significant challenges in selling their products. The municipality of Odiongan created the rolling market scheme to address unsold market products’ issues and difficulty in purchase, while ensuring that health protocols are maintained and observed. This project was a big win for the farmers, market vendors, customers, LGU, and the whole community. Over the period of Enhanced and General Community Quarantine, the rolling market became the means for people to get their supplies.

Background and Problem

The Municipality of Odiongan was placed under Enhanced Community Quarantine for 45 days and General Community Quarantine for more than a month. Implementing the quarantine protocol in a municipality with more than 16,000 households with only one primary public market was a massive challenge for the local government.

Particularly, farmers and market vendors had great difficulties getting their products to their customers. The number of people allowed to enter the public market daily was reduced significantly. As the foot flow became less, this led to unsold products. Also, public transportation was restricted. This made it more challenging for people to transport their goods to the market and for customers to purchase products. Given the seemingly irreconcilable circumstances of food security and social distancing, the local government of Odiongan had to devise an innovative solution.

Solution and Impact

Their solution was a rolling market scheme called Mercado on the Go. This project was designed to bring the products closer to the people and address oversupply due to items being unsold.

The Municipal Economic Enterprise Development Office (MEEDO) was the office in charge of the overall implementation of this project. However, the project’s smooth operation was due to the stakeholders’ cooperation. This included the assistance of the local market vendors, farmers, drivers, and barangays officials. Notably, system logistics, marketing, and information dissemination were handled by MEEDO, while barangay officials dealt with crowd control.

This project enabled people to purchase goods without traveling an hour or more just to go to the market. Also, this allowed people to save money for gasoline expenses. Also, the systematic operation and smooth logistics of the whole project made it possible for people to anticipate what time the rolling market would arrive, saving them time to do other important work.

Moreover, the scheme ensured that the physical distance was maintained and health protocols were followed. Unlike a public market where there would be many people—making physical distancing a challenge due to limited space, the rolling market made it possible for people to keep their distance from each other due to the open spaces where the rolling markets usually stopped. Notably, barangay covered courts were usually where the Odiongan Mercado on the Go could be seen.

Milestones/Next Steps

This project was a big win for the farmers, market vendors, customers, LGU, and the whole community. Over the period of Enhanced and General Community Quarantine, the rolling market became the primary means for people to get their supplies.

The project was able to generate around Php3.9 million worth of sales for the sold produce. This equated to 11,434 kg of sold fruits, 3,110 kg of sold fish, 2,126 kg of sold meat, 857 trays of sold eggs, and about 9,106 households served.

It became so successful that neighboring towns also asked for Odiongan’s rolling market to serve their people. And soon enough, Odiongan Mercado on the Go was also providing service to another municipality.

Notably, the LGU initially started with only one team, Team Pag-Asa (Hope). But later on, two other teams were formed to keep up with the growing demand. The second and third teams were Team Palangga (Love) and Team Pag-salig (Faith). The three teams were servicing eight to nine barangays every day, which equated to about 300 to 1,000 households.

Organization

City Government of Valencia, Bukidnon

Best Practice Focus Area/s

Strategy, Operations

Year Implemented

23 March 2020

This is a GBPR for COVID-19 Response entry

Summary

Valencia City is the third most populous city in Northern Mindanao, and it is connected to many regions via major road networks and highways. This makes the city a great risk of being a transmitter of COVID-19. So at the onset of the pandemic, the city government issued Executive Order (EO) No. 26, establishing the Emergency Operations and Command Center (EOCC) at the Valencia City Central School. Notably, it also served as the Centralized Health Quarantine Facility (CHQF) as its spacious buildings and rooms could accommodate 250 patients while still having rooms dedicated to the functional units of the Command Center.

Background and Problem

Valencia City, situated in the heartland of Mindanao, is the third most populous city in Northern Mindanao. Being centrally located on the entire island, it posed a great risk for the spread of COVID-19 as many major road networks and highways connect Valencia City to the many other regions of Mindanao. It was imperative therefore, that the Local Government of Valencia City implement measures to prevent the spread of COVID-19, thereby protecting the inhabitants of the city and Mindanao as a whole.

Solution and Impact

In the absence of a vaccine, public health strategies were directed to mitigate and suppress the transmission of COVID-19. Thus, on 22 March 2020, the city government issued EO No. 26, establishing the EOCC for the Valencia City Task Force Against COVID-19 at the Valencia City Central School. Notably, it also served as an isolation area for Persons Under Monitoring (PUMs) and Persons Under Investigation (PUIs) while the city was under General Community Quarantine (GCQ).

The spacious mini-ballpark fronting the main building was an ideal site for a parking ground and staging area for all the rescue vehicles, ambulances, and decontamination unit trucks, allowing for faster response time in emergency situations. The facility’s ample space could also accommodate frontliners’ and clients’ vehicles.

The Principal’s Office was utilized as the Office of the Incident Commander. The front building housed all the functional units of the Command Center. Room 16 was used as a briefing and receiving area. Room 17 was the Incident Command Office and the Tourism Satellite office. Room 18 was for the Philippine National Police Advance Unit Office. Room 19 was occupied by the City Health Office for its Disease Surveillance and Monitoring Unit. Room 20 was for the City Disaster Risk Reduction Office’s Emergency Response Unit. Rooms 21 and 22 were for the General Services Office Operation unit, supplies, and Audio-Visual Room. Room 23 was for the Disinfection and Decontamination Unit.

The whole school has about seventy (70) classrooms that could be utilized as quarantine rooms, and it could accommodate a total of two-hundred fifty (250) PUMs, with each room having a maximum capacity of five persons. As a quarantine facility, it had a total capacity of not fewer than two-hundred fifty (250).

To date, the EOCC has delivered the following:

1. Released more than 5,000 copies of Medical Certificates;
2. Administered more than 100 daily Rapid Tests;
3. Carried out immense Contract Tracing among the COVID-19 patients to contain local transmission cases;
4. Established a Triage Center;
5. Assisted the province regarding LSIs and Returning Overseas Filipinos;
6. Conducted daily monitoring of and appropriate tests on COVID-19 patients and PUIs/PUMs;
7. Conducted daily meetings and endorsements among officials; and
8. Facilitated recovery of COVID-19 patients and PUIs/PUMs.

Notably, a Manual of Operations for the CHQF was also developed. In the Manual, all work processes and procedures needed to establish, run, and maintain a CHQF have been written down in detail. The manual also takes into consideration compliance with issuances and directions of the Inter-Agency Task Force for the Management of Emerging Infectious Diseases (IATF-EID), Department of the Interior and Local Government (DILG), and the DOH, enabling the Valencia City Government to have a more systematized and synchronized response in the future.

Milestones/Next Steps

When the province of Bukidnon was placed under the Modified General Community Quarantine MGCQ starting 01 June 2020, new guidelines through EO No. 45 on 30 May 2020 were also released, which defined the implementation of a new set of strategies and procedures under the MGCQ situation in the city of Valencia, Bukidnon. Likewise, the Manual of Operations was also updated to include how operations and procedures of the CHQF would be implemented under MGCQ. In particular, the issuance of EO No. 45 has modified the sentinel approach in containing the spread of COVID-19.

Moreover, Several neighboring LGUs as well as the overarching provincial government, have used the CHQF as well as the Manual of Operations as a baseline for their establishment and maintenance of future quarantine facilities.

References

Manual of Operations of the Centralized Health Quarantine Facility of the City Government of Valencia, Bukidnon – Google Drive