Category: Citizen-centered Services

Organization

Capiz State University

Best Practice Focus Area/s

Leadership, Strategy, Operations

Year Implemented

2017

This is a GBPR entry

Summary

CapSU DRRM’s accomplishments are all notable contributions to the national effort to build a safer, climate change-adaptive, and disaster-resilient Philippines worthy of emulation by our people. Project DREAM is a successful project that fosters close collaboration and partnership among the Capiz provincial government, other provincial DRRM council member-agencies and community stakeholders, thereby ensuring knowledge and skill on disaster risk reduction, climate change adaptation, and environmental conservation are shared to the communities. It won the National 19th Gawad Kalasag (3rd Place), 20th Gawad Kalasag (1st Place), and 21st Gawad Kalasag (1st Place) for the Higher Education Institution (HEI) Category for its outstanding exhibition of the development and improvement of disaster risk reduction and humanitarian assistance programs.

Background and Problem

The Province of Capiz is prone to natural and human-induced hazards and has always endured the hardships of a hostile physical environment. It has continually sought survival against typhoons, floods, and other calamities. The destructive capacity in the province can be enormous, and the problem is made more difficult by the absence of proper Information, Education, Communications (IEC), and Early Warning System (EWS). Capiz frequently receives heavy rainfalls throughout its 16 municipalities, which is why the province is frequently flooded. It is exposed to typhoons and storm surges that commonly devastate the central plains and shorelines. Unpredictable continuous rain and the province’s proximity to the West Panay Faults are a constant challenge. These are the challenges that compelled the University to take action and implement Project DREAM, bringing the disaster awareness services closer to people, especially to the underprivileged, indigenous, and geographically-isolated communities.

Ocular visit of the testing site at the CapSU Main Campus last 17 August 2022

Solution and Impact

Capiz State University embraces the implementation of RA 10121. The university’s Disaster Risk Reduction and Management (DRRM) team organized Project Disaster, Resilient, Empowered, Adaptive Mitigation, Mitigation (Project DREAM), a brainchild of CapSU leadership. It is a remarkable program that has become a focal point of the University’s activities, focusing on preparedness and timely response. Disaster Risk Reduction and Climate Adaptation (DRR-CCA) has become CapSU’s way of life.

  1. Creation of Disaster Management Advisory Council (DMAC)
  2. Creation of Disaster Management Response Committees (DMRC)
  3. Building the competency of the created structures through training, workshops, and seminars
  4. Complementing the competency by procurement of the needed equipment for training and response
  5. Institutionalizing the Disaster Risk Reduction Management policies
  6. Partnering with Public Safety Agencies, non-government organizations, and other stakeholders

Understanding the DRRM Action and Strategy: Bringing the DRRM Program to the public and private schools, agencies, and establishments and more specifically to the less privileged communities through a grassroots approach that uses the vernacular. Bringing the DRRM Program to the Indigenous People (IP) and Geographically-Isolated Disadvantaged Areas (GIDA) by enhancing their indigenous skills and knowledge about disaster resilience and climate change adaptability.

Investing in the existing local knowledge by capacitating and empowering them through DRRM mentoring on various aspects such as disaster resilience, climate change adaptability, and environmental conservation. Guiding and evaluating the course of action and response before, during, and after an event, incident, crisis, or disaster by identifying the gaps. The DRRM Orientations, Seminars, Training, Drills, and Simulation Exercises are conducted by appropriate partner agencies and evaluated by technical experts from the LGU/ PDRRMO, CDRRMO, MDRRMOs, and other partners from Public Safety Agencies.

To date, one of the best results of the implementation of Project DREAM is the change of attitude of the people-–from passive and reactive to proactive—towards safety and survival. Capiznons today are more aware of the hazards within their immediate surroundings. With the relentless effort and continuous IEC campaigns, drills, and simulation exercises undertaken through the project, the communities are becoming more disaster-risk resilient and climate change-adaptive. With the empowerment of local DRRMCs, more communities availed of the much-needed IECs and training and were supplemented with equipment.

Milestones/Next Steps

In 2017, CapSU implemented an effective public education program on DRRM and preparedness that secured the university community’s commitment toward emergency preparedness, as evidenced by the proper execution of emergency drills and the presence of capable response teams composed of students and faculty volunteers in each campus. In 2018, Project DREAM was enhanced by promoting the Inclusive Disaster Risk Reduction Management, Cultural Sensitiveness, Gender and Development, Equipage Upgrading and DRRM Mentoring to the Grassroots Level.

Organization

Department of Labor and Employment – National Capital Region (DOLE-NCR)

Best Practice Focus Area/s

Strategy, Citizens / Customers, Operations

Year Implemented

Preview release / soft launching on 01 June 2020; Official launching on 12 June 2020\

This is a GBPR for COVID-19 Response entry

Summary

The Department of Labor and Employment – National Capital Region (DOLE-NCR) created a free online platform called the Electronic Filing (E-Filing) Service, an adaptation of the Google Forms technology. It is designed to provide the convenience of digital filing, applying, or submitting any labor-related requests for employers and workers.

Background and Problem

The DOLE-NCR is the premier Regional Office responsible for implementing policies and programs that promote gainful employment opportunities and human resource development to protect workers’ welfare and advancement and maintain harmonious industrial relations among workers and employers.

Coronavirus Disease (COVID-19) cases in the country last 2020 compelled the government to enforce preventive measures to ensure the health and safety of the citizens by regulating physical distancing, community quarantine, and travel restrictions, among others. The pandemic also caused some industries and several establishments in the National Capital Region (NCR) to shut down temporarily, which affected millions of workers and employers with existing labor and employment issues and concerns.

Similarly, the Department’s key frontline programs and services that required physical transactions were suspended. Under normal circumstances, the Department’s processes were voluminous. However, recent events challenged them to develop a new operational strategy using digitization that would still provide a fast and efficient implementation in addressing the needs of its employees and clients amidst the pandemic.

Screenshot of the DOLE-NCR Client Portal

Solution and Impact

Apart from the Department of Trade and Industry (DTI) & DOLE’s Interim Guidelines on Workplace Prevention and Control of Coronavirus Disease, the creation of the E-filing service is preparation for DOLE-NCR to adapt to the new normal. The e-Filing Service covers 16 key frontline services such as:

  1. Request for Assistance;
  2. Request for Certificate of Involuntary Separation for SSS (local employees);
  3. Request for Certificate of Involuntary Separation for SSS (for OFWs);
  4. Registration of Establishment under Rule 1020;
  5. Application for Alien Employment Permit (AEP);
  6. Registration of Job, Service Contractor, Subcontractor (DOLE Department Order 174-17);
  7. Construction Safety and Health Program Application (Simplified);
  8. Construction Safety and Health Program Application (Comprehensive);
  9. Request for Technical Safety Inspection;
  10. Annual Medical Report;
  11. Report of Safety Organization;
  12. Company Occupational Safety and Health (OSH) Program;
  13. Minutes of the Meeting of Safety and Health Committee;
  14. Application for Working Child Permit;
  15. Application for DOLE Clearance (Certificate of No Pending Case); and
  16. Application for DOLE Clearance (Certificate of No Pending Case on Child Labor).

By utilizing today’s technologies and online services, clients and employees would experience long-term benefits, including:

  1. Improved Timeliness and Collaboration: DOLE-NCR provides the tools to document management processes. Their employees will easily view, download, and evaluate documents while checking the online status. For example — adding the application status of responses on the Google online spreadsheet will easily track and monitor the action on every online submission of clients. This will also help resolve bottlenecks and ensure the timely generation of documents. Targeted Process Cycle Time (PCT) will be achieved because of its quick turnaround. Gone are the traditional ways of filling-out forms, submitting printed copies, enduring long application queues, sorting out inaccurate requirements, and encoding submitted data in computers. The online filing would significantly reduce the time spent on manual activities, making client registrations automatically recorded and categorized accordingly in the system. DOLE-NCR employees can now solely focus on reviewing, validating, and evaluating processes.
  2. Data Security: Digital storage reduces the risk of data loss as files are securely protected and backed up, ensuring data recovery during property damage or natural disasters. This assures DOLE-NCR and clients that the data provided by customers are safely stored. By adopting this practice, employees would capture and access data securely and consistently.
  3. Data Accuracy and Standardization: The Google Form captures the registered information and data submitted by employers and workers. It provides customers with the latest prescribed DOLE forms with specific steps to ensure consistency of online filing. It can also detect omitted fields made by clients to ensure they complete all the required information.
  4. Improved Customer Support: The DOLE-NCR can easily access all the information to answer any E-filing-related questions of clients. The focal can easily provide status updates on customer concerns through the client’s registered contact info.
  5. User-Friendly: DOLE programs and services can easily be accessed by different devices connected to the Internet, which will benefit clients and DOLE-NCR Regional and Field Offices while quarantine orders remain in effect. Furthermore, it is easier to use since most clients are familiar with Google Form technology.
  6. Economical: Accessibility of online forms would save the use of paper in DOLE-NCR. In the long run, this saves time and resources and promotes employee efficiency. For example – responses can just be downloaded or viewed at any time. Gathering data becomes an easier task.

Milestones/Next Steps

The DOLE-NCR’s e-Filing Service is still in its infantile stage as it was only launched in June 2020, but improvements are already underway. The DOLE-NCR is the first regional office to provide an online facility that is free and user-friendly which gives it a major advantage that other DOLE regional offices may replicate. The service’s primary goal is to ensure that clients can file online requests and that the data submitted strictly follow the Data Privacy Policy. It comes with an instructional video that guides the clients in using the system and can be used as an educational material during DOLE-NCR webinars.

The DOLE-NCR intensified its campaign on 12 June 2020, using its official Facebook Page and YouTube Channel to gather client engagement and feedback. The DOLE-NCR’s official Facebook Page alone reached 21,871 users since the posting of the e-Filing Service link with 182 positive reactions (e.g. “Like,” “Love,” and “Wow” remarks combined) and 132 shares. Hence, as of 31 July 2020, viewers from DOLE-NCR’s YouTube channel grew to 5,196. Additionally, various media organizations such as the Philippine News Agency, Philippine Information Agency, and Daily Tribune have already featured the DOLE-NCR e-Filing Services on their respective websites.

Agency

National Economic and Development Authority (NEDA) Region IV-A

The initiative was a finalist at the GBPR 2018

Summary

The Convergence Effort for Poverty Alleviation is an initiative of the National Economic Development Authority (NEDA) Region IV-A in partnership with local government units (LGU), state universities and colleges (SUCs), regional line agencies, and the private sector to promote development and address poverty issues in the CALABARZON Region.

This initiative was first launched in 2016. Since then, it has been instrumental in ensuring that projects and programs for poverty alleviation in Region IV-A are conducted equitably toward the population who need these types of support most.

Background and Problem

The success of poverty alleviation programs relies on equitable distribution of resources, prioritizing supporting the poorest community members. However, without factual data on the areas in CALABARZON with the highest poverty incidence or the geographically isolated and disadvantaged areas (GIDA), national and local government efforts run the risk of implementing poverty alleviation projects in areas or segments of the population that need the least support.

The promotion of socio-economic development remains to be one of the major objectives of NEDA. In its efforts to direct government resources toward the poorest communities in CALABARZON, NEDA IV-A launched the Convergence Effort for Poverty Alleviation in 2016.

Solution and Impact

Through the CALABARZON Regional Development Council (RDC), the RDC Resolution No. IV-A-75-2016 was passed to institutionalize the effort to identify the poorest and the GIDA communities in Region IVA. The identified areas were collectively called the Priority Convergence Areas. Through the designation of Priority Convergence Areas, policymakers and development institutions are made aware of the places in the region that should be given priority in implementing poverty alleviation projects. Through the Convergence Effort for Poverty Alleviation, NEDA IV-A was able to mobilize development activities of the government, the academe, and the private sector development activities to these priority areas.

Since its inception, two investment forums were held in the region in 2017. These facilitated the funding of investment projects of 45 CALABARZON Convergence Areas to alleviate poverty and develop tourism and indigenous peoples, and were done in partnership with various government agencies and the private sector. Among the 45 areas, five community outreach activities were conducted by NEDA IV-A.

The REINA (Real, Infant, General Nakar Area) Cluster Tourism Master Plan was developed in partnership with the Department of Tourism (DOT) Region IV-A to provide a comprehensive framework and strategic guide for tourism activities in the short, medium, and long-term in the region to accelerate the economic recovery of the area. Additionally, the NEDA IV-A also conducted a feasibility study on developing ports and road networks in the Polillo Group of Islands.

Organization

City Government of Bacoor

Best Practice Focus Area/s

Leadership, Strategy

Year Implemented

2019

This is a GBPR entry

Summary

“Safer, Adaptive, Disaster–Resilient community towards sustainable development” is the battle cry of most DRRM offices. Bacoor Disaster Risk Reduction and Management Office (BDRRMO) aims to fulfill its primary task of providing efficient and competent emergency services to the people of Bacoor City. Bacoor DRRM, in its goal to achieve spiral progression, necessitates first-hand training with competent conferences to hone skills from which pertinent services may develop to provide superior emergency response aid in times of calamity. Part of BDRRMO’s growth is to ensure that its employees and individuals residing in the City should be familiar with the what’s and how’s of a disaster. As a result, capacity building and training helped make Bacoor a resilient and better city. The joint effort of the people and community helps the city progress to make DRRM possible.

Background and Problem

The City of Bacoor, a first-class urban component city in the province of Cavite, Philippines, has a political diversity of 73 barangays grouped into two legislative districts: Bacoor West and Bacoor East. The City of Bacoor Disaster Risk Reduction and Management Council (CBDRRMC) is a branch consistent with the National Disaster Risk Reduction and Management Framework (NDRRMF), serving as “the principal guide to disaster risk reduction and management (DRRM) efforts to the country.” It envisions a country of “safer, adaptive and disaster-resilient Filipino communities toward sustainable development,” which conveys a paradigm shift from reactive to proactive DRRM. This vision involves men and women progressively increasing awareness and in-depth understanding of DRRM, with an end-view of improving people’s resilience and decreasing the vulnerability of its citizenry.

The lack of knowledge in managing susceptibilities and risks places citizens in greater danger, which is further alarming, especially in executing response and rehabilitation in the post-disaster stage. Relevant stakeholders are the primary down-line in which stringent training and equipment must be required to enable them to reach out to the community and provide public information and proper dissemination to its constituents.

Barangay Risk Assessment at Barangay Digman conducted last 7 October 2019.

Solution and Impact

Under the given framework that constitutes the Disaster Risk Reduction and Management Office of the City of Bacoor, the office is granted to join a training from which learnings and applicable knowledge of Emergency preparedness and response may come. The BDRRMO believes that personnel equipping and training bring the office to achieving quality service provision in every situation it may encounter. Principal actions were taken in equipping its staff and even the DRRM Council, which comprised relevant departmental agency heads, including the Local Chief Executive, through former Mayor Lani Mercado-Revilla’s leadership. For the year 2019, records have shown that the organization has initiated, facilitated, and participated in 16 significant trainings and courses such as Basic ICS, Flood Incident Management, Contingency Planning, Planning workshop on DRRM Health, LDRRM Plan, Advance ICS Training course, Road Safety and more.

The BDRRMO framed a “Risk Assessment and Analysis” for the City of Bacoor to identify potential hazards, determine the probability of occurrence, estimate the impact on the communities at risk, promote practices for reducing vulnerability, plan measures and take action to reduce risk, and create awareness on how to implement disaster risk reduction measures.

The data gathered to formulate the Elements at Risk were categorized per hazard in each barangay. It was aligned and supported by the following sources: National Mapping and Resource Information Authority (NAMRIA), Rapid Earthquake Damage Assessment System of PHIVOLCS (REDAS), Mines and Geo-Sciences Bureau (MGB), Philippine Atmospheric Geophysical and Astronomical Services Administration (PAGASA), National Statistics Office (NSO), Office for Senior Citizen’s Affair (OSCA), Comprehensive Land Use Plan (CLUP), and the Research and Planning Division of the CDRRM Office.

In addition, reverberation and continuity of application of learning have been efficiently exercised through several localized trainings initiated by the BDRRMO, such as 1) Community schooling on Basic life support, 2) First-aid, and 3) Commencement of drills and disaster practices and simulations among 4P’s recipients, barangay officials and staff, Bacoor Chamber of Commerce, Private and Public secondary academe, federations of Sangguniang Kabataan and even Collegiate institutions.

These measures achieved during CY 2019, still in pursuit of continual training in the new normal setting, paved the way to fulfilling a spiral of progressive growth in handling disaster phenomena in the 21st century millennia. It also sets a higher benchmark to achieve and fulfill the advancement of operational services in the years to come.

Milestones/Next Steps

The City DRRM’s handling of disaster occurrences in its goal has prominently advanced, and at the same time, milestones and bulbous recognitions were also given in apt evaluation of elevating BDRRMO’s services. The City of Bacoor was the first LGU to establish its own fully-equipped and competently trained Incident Management Team in CALABARZON and to conduct Basic ICS training for Uniformed Personnel and Sangguniang Kabataan in the region.

The CBDRRMC recurrently receives recognition and awards in Gawad Kalasag, an award-giving body headed by the Office of Civil Defense. In prior years, recognitions and places were given by the same award-giving body in fulfillment of an elevated and progressive operation. In 2018, CDRRMC placed 2nd in the Regional Gawad Kalasag held last 30th of August at Tagaytay International Convention Center. In the succeeding year, CDRRMC grabbed the Regional Gawad Kalasag title and placed 2nd in the Gawad Kalasag National Level.

Organization

Bataan General Hospital and Medical Center

Best Practice Focus Area/s

Strategy, Citizens / Customers, Operations

Year Implemented

16 April 2020

This is a GBPR Entry

Summary

The Bataan General Hospital and Medical Center have managed the outbreak in the hospital by taking appropriate measures to control the transmission of COVID-19 within and outside the hospital, such as quarantining all employees, in-patients, and watchers who were inside BGHMC at the time of recognition of the problem wherein strict quarantine house rules were implemented, risk stratification was used as a tool for cohorting the employees and also food, accommodation, and PPEs were provided for all.

Background and Problem

On 13 March 2020, the first COVID-19 patient was admitted to BGHMC, followed by another five (5) confirmed COVID-19 patients in the succeeding days. However, despite strict observance of infection control protocol, the hospital management has decided to optimize its operations due to the increased number of its health workers infected by COVID-19. Said optimization is necessary to prevent further virus transmission between and among the hospital staff and community. As of April 27, 2020, twenty medical doctors, eighteen nurses, nine nursing attendants, three respiratory therapists, two physical therapists, and three support personnel tested positive for COVID-19. The management has conducted Root Cause Analysis (RCA) to determine the reasons behind the increased healthcare worker infection based on four categories, namely: materials (PPE supplies & resources), workforce, methods (policy & management), and mother nature (environmental factors).

For the materials, the following problems were identified: scarcity and poor quality of personal protective equipment, prolonged usage of PPEs, inappropriate donning and doffing procedures, and misleading guidelines on the use of PPEs. For the workforce, the problems identified were community-acquired COVID-19 infection, traveling and commuting, other hospital-acquired COVID-19 infection, a breach in infection prevention and control protocol, and no strategic workforce and response team for COVID-19 patients. On methods, the identified problems were delayed COVID-19 test results, insufficient infrastructure/facilities for a pandemic, such as isolation rooms, and no zoning. Lastly, environmental factors causing increased healthcare worker infection are non-disclosure of patient’s travel history and exposure, non-disclosure of patient’s symptoms, uncontrolled movement of watchers and visitors, and lack of awareness on COVID-19. Another challenge came when the Bataan IATF designated BGHMC as a referral hospital for COVID-19 cases only in the province, effective on 17 April 2020.

Solution and Impact

A task group was created to optimize the BGHMC’s operations and response on COVID-19, spearheaded by the designated Responsible Official and the Incident Command Officer/Operations Officer. The task group is composed of different hospital personnel or section heads who act as the following: COVID-19 Point Person, Liaison Officer, Operation Center Data Manager, Communications / Press Release, Donning & Doffing Officer, Infection Control Officer, Surveillance Officer, Medical Management, Ancillary Management, PCR Lab Accreditation & Management, Quarantine Officer, Contact Tracing Officer & Swabbing, Rapid Test Approval, Dormitory / Hotel / Transportation, Discharge Officer Manager, Logistics Point Person–receiving, Logistics Management, Finance & Food Manager, Physical lay-out, ICT Officer and Workforce monitoring. The group regularly meets at 9:00 AM to discuss the day’s objectives, assign tasks and gather updates from each point person.

During this COVID-19 pandemic, the task group decided on six (6) objectives in crafting policies, namely:

  1. Provide quality treatment for all BGHMC employees and patients positive for COVID-19;
  2. Control transmission within BGHMC;
  3. Control transmission outside BGHMC,
  4. Operationalize a BSL 2 / PCR Laboratory;
  5. Set up BGHMC annex at capitol compound; and
  6. Ensure continuity of Residency Training Programs.

These six objectives were also the strategic functions of BGHMC personnel for July to December 2020 as far as the Individual Performance Commitment Review (IPCR) is concerned.

For the first objective, which is to provide quality treatment for all BGHMC employees and patients positive for COVID-19, BGHMC is using the guidelines given by the Philippine Society for Microbiology and Infectious Diseases in managing patients who are probable or confirmed with COVID-19. All confirmed COVID-19 employees who were admitted to the hospital were fully recovered, which is also the same as the admitted COVID-19 patients except only for the one recorded death as a severe case of COVID-19 as of 30 June 2020.

For the second and third objectives, controlling transmission within and outside BGHMC, the task group implemented a strict quarantine protocol wherein the Lead Quarantine Officer and Quarantine Point Persons were designated for every housing area occupied by the BGHMC employees.

The task group also designated donning and doffing officers who supervise the health workers every time they don and doff PPEs. The hospital is also implementing the three stages of cleaning and disinfection, which start with the air and surface disinfection machine, followed by manual cleaning and decontamination, then the UV-C disinfection procedure.

For the fourth objective, operationalizing a BSL 2/PCR Laboratory, BGHMC, in partnership with the Provincial Government of Bataan, successfully launched the 1Bataan-BGHMC PCR Laboratory, one of the DOH-accredited COVID-19 testing centers in the country last 11 June 2020, at the Provincial Health Office compound. It can accommodate and test up to 200 swab specimens daily, and the results will be released within 2-3 days. Aside from this, BGHMC was licensed by the DOH as a hospital-based laboratory that can perform independent testing for COVID-19 (SARS-CoV-2) through Rapid PCR Testing (Xpert Xpress SARS-Cov-2) last 27 May 2020.

For the fifth objective, which is to set up the BGHMC annex at the capitol compound, BGHMC successfully opened its annex ward to the public located at the Old Provincial Capitol building last 16 June 2020. This annex ward of BGHMC is just 200 meters from the main BGHMC, and its main objective is to provide a COVID-free environment for patients to minimize the risk of exposure to COVID-19 suspected and confirmed cases. It has a 50-bed capacity dedicated for Obstetrics-Gynecology (20), Pediatrics (10), Internal Medicine (10) and Surgery (10).

The last objective is the continuity of the hospital’s different accredited residency training programs, which include Anesthesiology, Family and Community Medicine, Internal Medicine, Pediatrics and Surgery. Each clinical department made several efforts to address the training needs of their respective residents, such as having a regular webinar with the consultants, etc.

Other measures implemented were repurposing or reassignment of the workforce to other areas (Physical Therapists, Dentists and Administrative staff with RN licenses), skeletal workforce or flexibility in government hours aside from job rotation, constant communication with the employees, timely grant of financial benefits, recognition of the heroism of all infected health workers, extra special care for the infected ones and also, most importantly, the enhanced infection prevention and control measures.

Milestones/Next Steps

Mass testing was also done among the high-risk population, especially those exposed to a confirmed COVID-19 patient or employee. Those who were symptomatic but not confirmed with a test were isolated and treated accordingly, while those who already had a positive PCR result were admitted in cohort. The cases in the wards were also revisited, wherein a step-down protocol was implemented for those asymptomatic with at least one negative PCR result to complete the 14-day quarantine.

The cases in the wards were also revisited, wherein a step-down protocol was implemented for those asymptomatic with at least one negative PCR result to complete the 14-day quarantine. Other measures implemented were repurposing or reassigning the workforce to other areas (Physical Therapists, Dentists, and Administrative staff with RN licenses), skeletal workforce or flexibility in government hours aside from job rotation, constant communication with the employees, timely grant of financial benefits, recognition of the heroism of all infected health workers, extra special care for the infected ones and also most importantly, the enhanced infection prevention and control measures.

For the new BGHMC Annex, admission is guided by the bed tracker system to determine vacancy prior before making referrals from different health facilities, which shall be coordinated via BGHMC Service Delivery Network (SDN) Online Referral System, which avoids overcrowding in the new facility and ensures high-priority patients can be admitted. The BGHMC SDN Online Referral System was one of 10 best practices from the public sector that received accolades at the Government Best Practice Recognition 2020.

Organization

City Government of El Salvador

Best Practice Focus Area/s

Strategy, Citizens / Customers, Operations

Year Implemented

Started mid-year of 2014, full implementation in January 2017

This is a GBPR entry

Summary

With the new El Salvador City Hall and its Business Permit and Licensing Office (BPLO), the business operators felt comfortable getting into the venue during renewal and new business applications. Refreshments and entertainment were being offered as clients waited for their permits. The operation of Business One Stop Shop made it easier for all business entities. They no longer need to go to other offices, and the waiting time for issuance of permits is a maximum of 30 minutes. Clients do not need to go to the barangay to get a clearance because it is already integrated into the process. Permits can be delivered as well if the client prefers this option. The permit has one e-signature by the city mayor and is countersigned by the Business Permit and Licensing Officer.

Background and Problem

In 2010, former President Aquino issued several memoranda to streamline the process of the Business Permit and Licensing System and the Department of the Interior and Local Government (DILG) requested several reports about its steps and documentary requirements on the business permit process. Data on the comparative growth of permits issued for renewal and new against gross sales and capitalization growth rate for five years were also requested. The City Treasurer’s Office was dismayed that a database with the information the DILG needed did not exist. Records were incomplete and not thorough, indicating poor performance in the business permit process. There is no basis when it sets a target, and the result is evaluated through an accomplishment report.

Business permit applicants assume that they are immediately permitted to operate upon payment of fees and charges, thus, overlooking compliance to other regulatory bodies such as zoning, sanitary, and building offices. Even businesses that already have permits were discovered to violate these regulations. Building operators have no setback and do not conform to the zoning ordinance, and food operators have not undergone food handlers’ class. The connectivity of one regulatory office to the others involved in permitting was not well defined. Thus, the system was amiss. Illegal operations were also prevalent since there was no business inspection. These were concerns that had to be addressed immediately.

There was no queuing system for getting a business permit, so the process was long and tedious, and documents were not specific and duplicated. The client has to go to many offices, and some regulatory offices are far from each other. Having a fixer was the accepted norm because the process was taxing and time-consuming.

Solution and Impact

In 2014, there were 275 new business permits issued and 279 were renewed. On 23-24 July, El Salvador City was invited by the Department of the Interior and Local Government to undergo the Regulatory Simplification Process (RSP for LGUs) in partnership with International Finance Corporation (IFC). The participants were the hands-on personnel assigned to their processes. Upon the diagnostic phase, it was discovered that applicants had undergone ten steps but could resolve it in only three steps, from the initial target of five steps. Streamlining started in 2015, and an inspection was conducted. There was a significant increase in the number of new permits, with a total of 418 for new applications and 473 for renewals, with a capitalization of P52M+ and gross sales P2B+. A slump was experienced in 2016 since the focal person ended her contract. She was rehired in mid-2016, and activities resumed.

The onset venue for One Stop Shop was amiss in 2017 when the incumbent mayor, Hon. Edgar Lignes assigned the 2nd floor of the Negosyo Center to be the Business One Stop Shop (BOSS), and all regulatory office personnel were co-located and came together. Finally, in October 2019, Business Permit and Licensing Office and BOSS were installed with the whole year-round function at the new city hall.

In January 2020, the new spacious office served the business operators comfortably, with refreshments and entertainment available. With the RSP mandate and JMC 2010-01, the local government unit created the Joint Inspection Team (JIT). An EBPLS program was funded to include travel, training allowances, uniform, supplies, fuel, and purchase of JIT vehicles. An inspection was conducted after evaluation of the conduct of BOSS and in preparation for the renewal for the succeeding year. The streamlined process is in place, and with continued monitoring and evaluation, it was enhanced and became compliant with JMC-DTI-DILG-DICT No. 01-2016. They implemented that new applications require four documents to be submitted, while renewal will only need two documentary requirements.

Due to the efficient and simple process of issuing business permits, there was a tremendous increase in the number of permits issued in relation to gross sales and capitalization. This also resulted in a remarkable raise in business tax and regulatory fees. The business operators were educated in setting up their business compliant with local and national regulations. The conferencing of the Joint Inspection Team and the Business One Stop Shop members led to the respectability of individual regulations, which was further understood and implemented.

Milestones/Next Steps

In 2017, 226 new permits were issued, then 408 for 2018 and 483 for 2019. Renewals for the three years were 758, 887, and 1,080, respectively. The Seal of Good Housekeeping was issued in 2011, and the Seal of Good Local Governance (SGLG) was awarded in 2015. The City Government failed to bag an SGLG award last 2016 due to a missed point, but they improved and were again awarded the SGLG every year from 2017 to 2019. During the renewal period from January to February of 2020, new and renewal issuances are 329 and 1,245. The business tax income and regulatory fees that was earned from 2014 to 2019 are as follows; Php 5,563,227.02, Php 6,730,603.54, Php 8,164,697.29, Php 9,202,075.87 Php 32,791,707.99 and Php 58,318,374.25. The Ombudsman awarded the Streamlined Business Permit and Licensing System a Blue Certification Level I in compliance with their standards. These are the fruits of labor in implementing the good practices performed and carried out.

Inspection activities were regularly conducted to ensure the quality of service. In 2019, the LGU partnered with the Department of Tourism and the Department of Environment and Natural Resources (DENR) to set up a business for tourism-related establishments and to address DENR concerns. The aim is to be the economic capital in the western part of Misamis Oriental while ensuring environmental safety. The Joint Inspection Team has learned from each other’s regulations, resulting in a concerted effort to implement such. In the past six years of learning and experiences, public safety and welfare were highlighted as the prime purpose of issuing business permits. During the renewal period from January to February of 2020, business tax income reached Php 29,117,529.34 minus the regulatory fees. The continued monitoring and evaluation of the Enhanced Business Permit and Licensing System garnered positive feedback and was regarded as “simple, efficient, and business-friendly.”

Organization

Bicol Medical Center

Best Practice Focus Area/s

Strategy, Citizens / Customers, Operations

Year Implemented

2016-present

This is a GBPR entry

Summary

Bicol Medical Center (BMC) is faced with issues such as a lack of medicines, a 150% bed occupancy rate, and medication time delays. A one-drug-one prescription policy was also one of the complaints raised by resident physicians, as preparing prescriptions have taken most of their time, compromising patient care time (BMC SWOT Analysis 2011). Because of this, the BMC started its clinical pharmacy section and electronic prescribing to improve service delivery for medication and ensure patient safety.

Background and Problem

BMC is an ISO-certified, five hundred 500-bed capacity government training hospital. The major challenges of BMC are lack of medicines and delayed medication time. The one-drug-one prescription policy is receiving complaints from resident physicians, compromising patient care time. There was also a problem with bed occupancy with a 150% bed occupancy rate.

Solution and Impact

A clinical pharmacy section was the strategy identified and reconstitution of the Pharmacy and Therapeutics Committee. The Pharmacy Department was a dispensing unit with two groups of pharmacists. The nurses were tasked with getting medicines from the pharmacy to the wards. Under these changes, BMC started its clinical pharmacy section and Electronic Prescribing. The 12-month pilot study started in July 2016 with two (2) clinical pharmacists attending three wards with the most patients. They performed a chart review of medication orders in the Medical, Medical Annex, and Communicable Disease wards. They prepared patient profiles, recorded daily orders of medicines to be ready, and checked the availability of drugs and timely medication for patients.

Ten months into the study, four (4) more clinical pharmacists came in, and electronic prescriptions started after 1 1⁄2 months. The program was evaluated by comparing pre and post intervention measures, wherein the baseline was six (6) months before July 2016. The period from July to December 2016 was Phase 1, January to June 2017 was Phase 2, and they compared both phases at the end. They took the date in point from January-June 2018 and January-June 2019 Clinical Pharmacy findings wherein the same variables are available for both times.

The following findings were: ordering/prescribing errors were 11% (502) and decreased to 6% (164). The prescribed wrong drug was reduced by 0.31% (21 to 4 reported), and it dropped the prescribed wrong dosage form by 0.63% (44 to 9 reported). Meanwhile, the prescribed contraindicated drugs were reduced by 0.02% (1 to 0 reported). Failure to update the medication chart of patients decreased by 4.3% (215 to 11 reported). Prescribed medications without S2 were reduced by 0.7% (3 to 0 reported).

The data presented showed positive trends with more available medicines and better monitoring of patients’ medication. There was more efficient use of time and resources as pharmacists were able to focus on medication safety, maintained a single account, and used electronic prescriptions. An established clinical pharmacy with electronic prescribing in government hospitals appears beneficial for patient safety and should be further studied.

Milestones/Next Steps

The Clinical Pharmacy service started with three wards last July 2016. Two Clinical Pharmacists were initially doing the ward visits, then ten months into the study, four additional Clinical Pharmacists were trained to handle new wards. Last May 15, 2017, electronic prescription started with one ward (Medical Ward), which later moved to cover 22 nursing units of BMC by July 1, 2017, with 18 clinical pharmacists on board. Since BMC implemented this practice, prescribing errors decreased by 49.6% from Phase 1 of 134. Data for identified medication errors decreased by 39.9% from 4576 identified errors in January 2018–June 2018 to 2752 identified errors from January 2019 to June 2019.

Organization

City Government of Bacoor, Cavite

Best Practice Focus Area/s

Leadership, Citizens / Customers, Operations

Year Implemented

2019 onwards

This is a GBPR finalist entry

Summary

The City of Bacoor has always responded decisively in addressing its people’s concerns and plight, particularly in employment. Through the leadership of former Mayor Lani Mercado Revilla, the Bacoor Public Employment Service Office (PESO) has always heeded the Department of Labor and Employment’s (DOLE) challenge to provide decent work for its constituents through local and national government programs. This commitment is visible in the office’s many employment efforts and the move to address the present concern of work displacement brought about by the pandemic. The Jobs Generation and Facilitation Program is a special add-on to the regular activity being performed and spearheaded by the Bacoor PESO Department and OFW Help Desk Office for all its constituents.

Background and Problem

According to the Philippine Statistics Authority, unemployment in the country soared to 17.7% in April 2020. This is said to be the highest unemployment rate on record. This number actually represents around 7.3 million Filipinos who lost their jobs due to the COVID-19 pandemic. DOLE estimated more than 5 million jobs would be lost due to the pandemic. Almost all regions registered a double-digit unemployment rate in April 2020. Reports noted that 38.4% of employed workers said they were not working, even if they wanted to, primarily due to the strict imposition of lockdown because of COVID-19.

Upon announcement of the lockdown, the City of Bacoor strictly adhered to all quarantine protocols and procedures issued by the National Government to help address the growing concerns on COVID-19 disease and protect people’s lives under its care. Consequently, several business establishments in the city were forced to operate on a lean schedule, thus affecting the livelihood and income of the Bacooreños. The once robust business climate is now a distant memory, and laborers and entrepreneurs face a bleak future brought about unexpectedly by the seemingly harmless virus affecting millions globally.

Unemployment and underemployment are at an all-time high. As the National Government implemented a halt on public transportation upon the recommendation of the Inter-Agency Task Force on COVID19, the City had to address the growing demand of every barangay for daily food delivery and bare essentials due to limited access to transportation. Fueled by a sincere desire to help improve, uplift, and proactively change the lives of the Bacooreños from this evident and harsh actual scenario, the City Government of Bacoor, through the Bacoor PESO, was moved to conceptualize and implement a vigorous campaign and innovative employment strategies.

Local recruitment activity last 19 July 2022

Solution and Impact

The Bacoor PESO has always spearheaded job-generating activities like job fairs, local recruitment, career information guidance, and pre-employment seminars. Partnerships are also established with private academic institutions offering senior high school programs to help their graduates look for work after graduation to earn their tertiary education. To date, the Local Government of the City of Bacoor, through the PESO, has initiated the signing of the Memorandum of Agreement with St. Michael’s Institute, St. Francis of Assisi College, and the Dep-Ed Schools in Bacoor. The main aim of the formal engagement is to ensure that graduates of partner academic institutions will be prioritized and accommodated by the Bacoor PESO Office in their job-seeking efforts and will be given employment coaching and labor market information seminars for additional information about the actual world outside the four walls of the classroom.

Collaboration with the City Social Welfare Development (CSWD), Bacoor Livelihood, and the Barangays is sought regularly by providing updated labor market information, particularly on available jobs through accredited private companies of the Bacoor PESO via the Local Recruitment Activity.

When the COVID19 pandemic struck, the City Government of Bacoor and PESO implemented “The Public Employment Service Office (PESO) Jobs Generation and Facilitation Program of the Local Government Unit, City of Bacoor in the Time of the Global COVID-19 Pandemic.” The LGU entered a Memorandum of Agreement with FoodPanda Philippines, Inc. and JoyRide/Happy Move Company to help answer the city’s employment and food delivery service needs. The program provided work to almost 300 displaced Bacooreño tricycle drivers, ordinary workers, and interested OFWs and simultaneously answered the demand for delivery services for food and other essentials in the city. DOLE Region 4A commended the program for its “out-of-the-box ideas in delivering enhanced and improved employment service suitable for the current situation.” DOLE further recognized that “these services are needed more than ever, especially now that many members of our labor force are affected due to the stringent community quarantine.”

The office also implemented a system for online job applications to secure employment and to help people with limited access to transportation due to the stringent community quarantine procedures and protocols.

Milestones/Next Steps

The Bacoor PESO is a non-fee charging multi-employment service facility established through Republic Act No. 8759, known as the PESO Act of 1999. It is linked to DOLE for coordination and technical supervision and to DOLE’s central office, which constitutes national employment and service networks. The Bacoor PESO ensures prompt and efficient employment services and information on other DOLE programs. It seeks to provide, promote, and facilitate employment services to job seekers, employers, and stakeholders through capacity development and linkage with government and non-government entities. For years, Bacoor PESO has provided employers and prospective employees opportunities to meet and become partners in nation-building through jobs generating activities. Bacoor PESO was institutionalized in 2012 and has served more people through essential employment services. It also manages and supervises the OFW Help Desk Office, which caters to our “modern-day heroes” concerns.

In July 2013, the DOLE Region 4A Office recognized Bacoor PESO as the “Best Regional PESO.” On September 25, 2013, Bacoor PESO was also nominated for being the “Top Regional Performer,” a recognition that qualified the office for the national best PESO Award. For two consecutive years, in 2019 and 2020, DOLE also recognized the efforts of the Bacoor PESO in helping the agency attain its goal of establishing reliable Labor Market Information through the immediate implementation of the yearly Enhanced Monthly Employment Report.

In June 2020, at the height of the COVID19 pandemic, DOLE Calabarzon Regional Director Henry John S. Jalbuena expressed his utmost commendations to the Bacoor PESO Manager and Local Chief Executive for their out-of-the-box ideas in delivering enhanced and improved employment services suitable for the current situation brought about by the COVID-19 pandemic.

Some of the innovations that emerged in the Region are the partnership of Bacoor with food delivery service applications like FoodPanda, JoyRide, and HappyMove, which benefitted displaced tricycle drivers, ordinary laborers, and some OFWs. The effort of the PESO to help address the employment needs of the Bacooreños during the pandemic was hailed as “inspirational.” It was cited in former Mayor Revilla’s recent State of the City Address (SOCA).

Organization

City Government of Cauayan, Isabela

Best Practice Focus Area/s

Leadership, Strategy, Citizens / Customers

Year Implemented

2016

This is a Recognized Best Practice

Summary

The Food Bank Project was an initiative of the Cauayan City LGU to promote food security, food safety, and good nutrition. Launched in December 2016 in line with the localization of the United Nations (UN) Sustainable Development Goals, particularly that of ending hunger, the Food Bank acts as a food storage and distribution center of food catering especially to disadvantaged families and children, giving them free food daily to reduce hunger incidence and malnutrition. As the first hunger relief operation in the city and one of the LGU’s core social service programs for the marginalized, it has substantially contributed to the decrease in the malnutrition rate in the city in 2016, from 1.4% to 1.2%.

Background and Problem

For us living comfortably, the word “hunger” has a different connotation in the context of “world hunger.” According to the UN’s Hunger Report, hunger is the term used to define periods when populations are experiencing severe food insecurity. This means that large groups of people go for multiple days without eating. Several programs and projects are already implemented relative to this.

Like many countries, the Philippines has not been exempt from this humanitarian issue. It has been taking great strides to address it, especially in the city of Cauayan. They have already implemented many programs and projects to address hunger and malnutrition in their city. But to truly solve this issue, their city requires a project with long-term sustainability and funding, which is difficult to attain.

Cauayan City’s Food Bank Mobile Kitchen feeding operation at Cauayan District Hospital last 7 April 2022

Solution and Impact

To solve the problems of sustainability and funding, the local government unit initiated collaboration efforts with the three pillars of society (local government, civil society, and the business sector) to develop innovations suited to the needs of the different sectors. And through these joint efforts, Cauayan City’s Food Bank was conceptualized.

The Food Bank project was implemented in line with the thrust of localizing the UN’s Sustainable Development Goals, particularly Goal 2: Zero Hunger. The LGU believes these small steps will contribute to attaining the objectives of this global advocacy. And with the help of the members of the City Council, Ordinance 2017-107 was enacted, providing guidelines for the donation, operation, storage, and distribution of healthy cooked meals to less fortunate members of the community through a Food Bank.

Moreover, all establishments engaged in selling retail or wholesale non-perishable goods such as canned goods and long-shelf-life foods are encouraged by Cauayan City’s Food Bank to deposit and donate such food items with them months before the expiration so that they may be cooked, processed, and given to indigent families. Nutritionists and dieticians ensure that such food is safe, not yet spoiled, and healthy before serving it to the identified beneficiaries. Moreover, the same ordinance provides that establishments found guilty of selling expired goods are to be penalized accordingly. With this, establishments are prevented from selling expired food items, ensuring food safety for the public.

Individuals, establishments, local retailers, companies, NGOs, and other charitable institutions are also encouraged to participate through donations, in cash or kind. These, in turn, supplement the city government’s funds, allowing for greater budget allocation towards the maintenance of facilities and the daily operations of the Food Bank.

Also, the food bank promotes volunteerism and collaboration among the people, the private sector, and the local government. In this way, it addresses hunger and malnutrition in the city and instills initiative and camaraderie among the city’s different constituents, creating possibilities for other welfare collaborations in the future.

Milestones/Next Steps

Since its creation, the Cauayan City Food Bank project has catered to 22,288 individuals, including children, out-of-school youth, and indigent families. This project has substantially contributed to the decrease in the malnutrition rate of the city in 2016, from 1.4% to 1.2%.

Also, this project led Cauayan City to become a Hall of Fame awardee in the 2016 National Nutrition Award. And last 2017, the City Nutrition Office conducted a study where it recorded a 0% malnutrition rate, making Cauayan City free from malnutrition.

And in June 2020, Food Bank on Wheels, a sub-project of the Food Bank, was activated in partnership with the Padyak para sa Kalusugan at Nutrisyon Program. When Cauayan City was placed under General Community Quarantine, the Food Bank on Wheels partnership catered to 1,500 individuals from six barangays composed of senior citizens, pregnant and lactating women, 4Ps members, PWDs, and malnourished children.

Organization

Municipal Government of San Fernando, Romblon

Best Practice Focus Area/s

Leadership, Strategy, Human Resource

Year Implemented

July 2018-2019

This is a GBPR finalist entry

Summary

The Municipality of San Fernando was the first municipality in the Province of Romblon to conduct the Rescue and Fire Olympics, which aims to strengthen and promote community disaster preparedness towards increased resilience. The first-ever Rescue and Fire Olympics was launched last 25 July 2018, as part of the National Disaster Resilience Month Celebration with the theme: “Katatagan sa Kalamidad ay Makakamtan Kapag Sapat ang Kaalaman sa Kahandaan”. The second Fire Olympics was organized last 26 July 2019 with the theme, “Kahandaan sa Sakuna’t Peligro Para sa Tunay na Pagbabago”.

Background and Problem

Disaster can be considered inevitable nowadays due to global warming and climate change. No one today is safe from calamities and even from accidents. Therefore, everyone can be a victim of any form of disaster. Due to its geographical setting, the Municipality cannot escape the possibility of being affected by various calamities. Therefore, the conduct of the Rescue and Fire Olympics every month of July since 2018 has been essential and imperative to prepare effectively, respond to, face the consequences, and capacitate the key actors in times of calamity. It also provides additional knowledge and skills to every school and local official to improve the capability and capacity of every constituent for environmental adaptation.

The Local Government Unit of San Fernando, Romblon, through the Municipal Disaster Risk Reduction and Management Office, must provide its constituents with a safe, peaceful, and sustainable environment to address and adapt to the effects of climate change. Consequently, it upholds that it is everyone’s civic duty to help, support, and cooperate with the government’s undertakings and abide by the laws enacted by the government authorities to sustain government efforts on climate change and to prepare and mitigate calamity impact on lives, properties, agricultural productivity, commerce and industry, infrastructure, service delivery, and livelihood, before, during and after disasters.

Rescue and Fire Olympics – Barangay Level held last 29 July 2022 in Poblacion, San Fernando, Romblon

Solution and Impact

Of all the seventeen municipalities of Romblon Province, the LGU of San Fernando was the first to conceptualize and consistently conduct a Rescue and Fire Olympics in 2018. This is a special event held every July following the annual celebration of National Disaster Resilience Month. The activity primarily aims to scout and capacitate volunteers or groups of volunteers on basic rescue techniques and skills. Initially, the LGU tapped various secondary and tertiary schools in the municipality and encouraged students to join the activity with support from their faculty and other school officers. This practice has honed individuals on standard protocol and rescue and fire operations strategies. The competition was composed of three battles: Rescue and Transfer Relay, Fire Extinguishment, and Bucket Relay. Each participating school also had representatives for Miss Rescue and Fire Olympics Ambassadress.

The activity was made possible through the initiative of the Municipal Disaster Risk Reduction and Management Office and support from the Bureau of Fire Protection. All Secondary and Tertiary Schools have been participating every year.

The following are the steps undertaken for this LGU Practice:

  • Establishment of guidelines, mechanics, rules, and regulations, including the budgets for the events;
  • Conduct orientation and demonstration with each participating Rescue and Fire Brigades Team;
  • Submission of list of participants, including their medical certificate;
  • Preparation of the venue and all the equipment and materials needed for the event;
  • Events proper: Parade, Program, Competition proper, awarding ceremony; and
  • Monitoring of the said Program for sustainability.

Milestones/Next Steps

The Local Government Unit of San Fernando, Romblon, has received the Gawad Kalasag Award for CY 2018 and 2019 conferred by the Office of Civil Defense MIMAROPA Regional Office. The same Office provided the MDRRMO of San Fernando, Romblon, with a Certificate of Appreciation. Schools and the community have been capacitated and prepared to respond independently during emergencies. With this initiative or practice, the LGU found a solution by establishing an auxiliary force at the community level that can be tapped in case of disaster or emergency.