Category: e-Government

Overview

A technology-based citizen relation management (CRM) system is helping the City Government of Baguio connect better with its citizens by allowing them to easily submit inquiries, complaints, and suggestions through web forms. The system, called the Online Public Assistance and Complaint Desk, serves as an additional channel for communication that utilizes Information Communication Technology (ICT) to improve public service delivery.

The questions and feedback received through the system are assessed and responded to directly by the Public Assistance and Complaint Desk (PACD) Officers. Depending on the nature of the entry, some are forwarded to the relevant office or department. The key challenge of the OPACD is to ensure that all submissions are addressed appropriately and promptly. However, using ICT and the direct involvement of PACD officers in the process enables efficient and effective handling of citizens’ concerns, leading to better public service delivery.

Challenge

The increasing demand, concerns, and needs of Baguio constituents underscore the need for an effective system for communication and feedback with the city government.

The lack of a proper communication channel leads to a waste of time, resources, and efforts. For instance, commuting to the City Hall alone would mean having to spend much time and effort just to ask questions to the city government. Tracking and monitoring client satisfaction and complaints has also been a challenge since the city government staff used to depend on manual feedback forms and tally sheets.

The adoption of the Enterprise Resource Planning (ERP) framework Sales and Distribution module was aligned with the PACD operations, which was identified as the appropriate organization unit to provide a frontline public services desk.

Solution

The OPACD project addresses the challenge of improving public service delivery in Baguio City by providing an efficient and effective communication channel between citizens and the city government. Through the use of ICT, citizens can easily submit their inquiries, complaints, and suggestions through web forms, which are assessed and responded to by PACD Officers in real-time. The functional features of the OPACD, such as real-time notification through email or the system, monitoring and tracking of netizens’ concerns with tickets, and forwarding features to different department representatives or administrative officers, enable timely and appropriate handling of citizens’ concerns. The system also allows for the tracking and monitoring of client satisfaction and complaints, making it easier for the city government to identify areas that need improvement.

An innovative feature of the OPACD project is its adoption of the Enterprise Resource Planning (ERP) framework’s Sales and Distribution module, which was aligned with the PACD operations to provide a frontline public service desk. Integrating different systems and processes allows for a more streamlined and efficient handling of citizens’ concerns, ensuring that their issues are addressed promptly and appropriately.

Its functional features and innovative approach enable timely and appropriate handling of citizens’ concerns, leading to improved public service delivery and increased citizen satisfaction. Another innovative feature of the OPACD is its use of web forms to enable citizens to submit their concerns, eliminating the need to physically visit the local government unit (LGU) Baguio City Hall. This feature reduces transportation waste and makes it easier for citizens to voice their concerns, leading to increased participation and engagement in government processes.

Productivity Gains, Outcomes, and Impact

The OPACD has brought significant measurable productivity gains and outcomes to the City Government of Baguio, particularly in enhancing their public service delivery through ICT. The system has resulted in better communication between the citizens and the government as citizens are now able to communicate–anytime and anywhere. The system has also automated extracting information and reports, eliminating the need for PACD officers to browse through many documents and files.

The system has also enabled citizens to track and monitor the status of their concerns, queries, or feedback through the system. The City Government of Baguio has been able to improve its responsiveness to the needs of registered users and generate reports with ease, allowing for better decision-making at the top management level.

The OPACD has also positively impacted local government unit (LGU) frontline services by improving the responsiveness aspect of good governance. The provision of such a communication platform has opened channels and venues for better public service. By providing a venue for communication that can be measured, the LGU can now better identify its priorities which can further help in enhancing public service delivery.

Lessons Learned and Challenges in Implementing the Intervention

While the OPACD has delivered significant benefits, there are still areas for improvement. One of the main challenges encountered during the project implementation is having a project manager who understands the organization’s current operations and enterprise architecture.

During the testing phase, it is essential to ensure the participation and engagement of end-users (citizens) to gauge the system’s necessary demand accurately. Thus, proper communication and training on how to use the system effectively should be conducted for citizens.

Improvement is a continuous process. To further improve OPACD, the city government has the option to add more communication channels to widen their reach and even integrate artificial intelligence to analyze the data gathered effectively. The City Government should do periodic reviews and evaluations of the system’s performance to identify areas of improvement and ensure the continued delivery of better public services.

Resources

Refuerzo, A.P. (2018, October 12). City Cops Digital Cities Award. The City Government of Baguio. https://www.baguio.gov.ph/content/city-cops-digital-cities-award

Photos

Overview

A technology-based solution is helping the City Government of Baguio improve its services. Dubbed as the Electronic Budgeting, Procurement, Inventory, and Monitoring System (EBPIMS), this digital system streamlines various processes, such as planning, budgeting, procurement, and inventory management. The digital system generated various reports and documents, such as the Barangay Planning Report, Annual Investment Plan, Local Budget Preparation Forms, and Annual Procurement Plan. The inventory process involved the use of QR codes and the development of a mobile QR code scanner. The system also facilitated the disposal of items and history custodianship.

Challenge

EBPIMS mainly addresses the need for more efficient and effective delivery of public services to the constituents of Baguio City. By streamlining processes, the city government can reduce the required inputs such as time in effort in completing important tasks such as planning, budgeting, procurement, and inventory management.

Before the implementation of EBPIMS, these processes were time-consuming and often involved manual paperwork and manual calculations, leading to delays and errors. By digitizing these processes, the system can automate and optimize workflows, enabling faster processing times, better accuracy, and increased transparency. This, in turn, can lead to more informed decision-making, better resource allocation, and improved service delivery.

In addition, the system also aims to reduce corruption and increase accountability by providing a more transparent and auditable process. By implementing digital signatures and QR codes, the system provides a secure and traceable way to monitor the procurement and inventory management processes, reducing the likelihood of fraud and mismanagement.

Solution

The EBPIMS addresses the challenge of improving the efficiency and effectiveness of public service delivery by providing an end-to-end digital solution for various processes. One of the innovative features of the project is the use of QR codes for inventory management, which enables faster and more accurate tracking of equipment and supplies. The mobile QR code scanner also allows real-time updates of inventory status, reducing the likelihood of errors and improving accountability.

Another innovative feature is using digital signatures, which enhances security and transparency in the procurement process. This ensures that only authorized personnel can approve transactions, reducing the likelihood of fraud and corruption. The system also provides real-time monitoring of procurement and project timelines, enabling better resource allocation and decision-making.

The cataloguing feature allows for the centralized storage and management of documents and records, making accessing and tracking information easier. The system also provides validation of proposals and documents, reducing the likelihood of errors and ensuring compliance with regulations. By leveraging technology, the system improves efficiency, accuracy, transparency, and accountability, ultimately leading to better service delivery for the constituents of the City Government of Baguio.

Productivity Gains, Outcomes, and Impact

The EBPIMS has delivered measurable productivity gains and outcomes to the City Government of Baguio. Stakeholders have reported numerous benefits that have positively impacted the intended beneficiaries of the project. Pedro M. Sawac Jr., an accountant from the Audit Division, reported that the Electronic Catalog in EBPIMS has standardized common items purchased by different departments and offices, reducing audit findings. Administrative Officer Benny E. Abenoja, an end-user from the Supply Office, noted that EBPIMS allows the uploading of supporting attachments, helping them to keep track of documents. City Budget Officer Atty. Leticia O. Clemente reported that she has not encountered any clerical errors in her review since EBPIMS provides a series of numbers and allows her to approve orders even when abroad on official business. Sidney Faye V. Almazan added that clients no longer visit her office since they can monitor their remaining budget and order status in EBPIMS.

The major benefits of EBPIMS include transparency, paperless transactions, tracking and monitoring, faster and better service, generation of real-time reports, and the elimination of clerical errors. EBPIMS has reduced the time and effort required to prepare and approve budgets, procure goods and services, monitor projects and inventory, and generate reports. The system has also improved the quality and accuracy of data and provided stakeholders with real-time information on the status of their transactions.

Lessons Learned and Challenges in Implementing the Intervention

One lesson learned from the implementation of the EBPIMS is the importance of stakeholder engagement and training. During the implementation process, challenges were encountered in getting all stakeholders to embrace and effectively use the system fully. This highlights the need for comprehensive training and support to ensure all users are comfortable with and understand the new system’s benefits. Additionally, continuous monitoring and evaluation are crucial to identify areas for improvement and ensure that the system remains effective in meeting its objectives.

Another area for improvement is integrating the system with other government systems, such as financial management systems, to ensure seamless data transfer and reduce the risk of errors. This can improve the efficiency of the overall government system and facilitate better decision-making.

In terms of challenges, one major obstacle faced during the implementation of the EBPIMS was the resistance to change from some stakeholders who were used to the traditional manual processes. This resistance slowed down the adoption of the new system and increased the workload of those who had already adapted to it. In the future, it may be helpful to identify and address these concerns early on and provide adequate support to ensure a smooth transition.

Overall, EBPIMS has demonstrated the potential for technology to improve productivity and efficiency in government processes significantly. However, ongoing monitoring, evaluation, and adaptation are necessary to ensure that the system continues to meet the changing needs of its users and remains effective in achieving its objectives.

Resources

Refuerzo, A. P. (2021, October 31). City shines in 2021 digital governance awards night. Baguio Midland Courier. Retrieved from https://www.baguiomidlandcourier.com.ph/city-shines-in-2021-digital-governance-awards-night/

Baguio Herald Express. (2021, September 27). Baguio shines in 2021 Digital Governance Awards Program. Baguio Herald Express. Retrieved from https://baguioheraldexpressonline.com/baguio-shines-in-2021-digital-governance-awards-program/

Magsumbol, C. N. (2021, November 1). 3 Cebu LGUs bag awards in Digital Governance. The Freeman. Retrieved from https://www.philstar.com/the-freeman/cebu-news/2021/11/01/2138216/3-cebu-lgus-bag-awards-digital-governance

Photos

Name of the Organization

Municipal Government of Baliwag, Bulacan

Name of the Office/Unit that leads the implementation of this best practice entry

Municipal ICT Office of Baliwag (MICTO)

Focus Area of the Best Practice

Municipal Treasury Office/Citizens – ICT/Operations Management

Summary of the Best Practice

To help ensure efficiency and integrity in handling payment transactions and accounts, the Local Government of Baliwag, in partnership with the Landbank of the Philippines, developed the Treasury Information and Management System (TIMS). TIMS is a web-based, centralized platform that helps in reducing the risks that come with manual data submissions. The system has been instrumental in promoting transparent and efficient financial reporting.

TIMS is also a scalable system that allows the creation of more accounts and integration into other related local government systems. It is also economical as it cuts the costs spend on papers and supplies while helping avoid data alterations and repetitions.

The system is cloud-based and powered through a dedicated server with SSL (Secure Sockets Layer) to ensure that all data passed between the web server and browsers remain protected. The data are being backed-up daily through an in-house server located in the server room of the MICTO.

Challenges

Prior to the TIMS, the municipal offices in Baliwag had their data-gathering process. However, some steps had to be streamlined in order to seal possible loopholes for corruption, including transactions that were still being manually processed which were also prone to human errors and alterations.
In addition, data ownership or overprotection, which used to be common among other offices, has long blocked the opportunity to establish systems that can help minimize the time consumed in processing payments, as well as in generating reports. The lack of an established system compels these offices to create bureaucratic processes that sometimes slow down the work, which affects the timely delivery of programs to the people.

Given these problems, the Municipal ICT Office started selling the idea to the direct end-users—the local treasury department and its internal customers involved in designing, validating, and using the system. They were consulted to ensure that the TIMS addresses their reservations in shifting to an automated system and to guarantee that security risks and errors are reduced when they use TIMS.
The TIMS proponents also held orientation sessions to help the intended users learn how the system works.

Specifically, these were the steps conducted in developing and implementing the TIMS:

• Conceptualization. The project was conceived after gathering common problems and complaints in frontline offices from the inter-office planning sessions.
• Planning. The development of initial systems, system integration, and budgeting were included in the Information Systems Strategic Plan of the municipal government.
• Data gathering. Consultations and coordination meetings were held to gather preliminary requirements for the system. This also became a venue for stakeholders to give their expectations on the system.
• Purchase of tools. Cloud storage has been pre-purchased along with other cloud storage requirements for the other systems. Partnerships were also maximized to avail of other requirements for the system.
• Development & Learning. The MICTO developed the integrated system, along with occasional learning sessions to improve the modules.
• Proofing. Consultations and coordination meetings with key stakeholders served as a venue to initially present the system, gather more data, and monitor initial feedback to improve the user interface, user experience, and productivity.
• Roll-out. Demonstrations, orientations, and briefings on data protection and privacy started immediately after the system development.
• Next steps. The system remains a work in progress. More functions and accounts are to be integrated, and continuous updates of information and the development of reports can be expected.

Solutions and Impact

TIMS helps in promoting efficiency as it helped the Treasury Department of the Municipal Government of Baliwag to have streamlined and automated transactions. By providing a platform for financial data processing and protection, it opened opportunities for internal clients to save time and serve more people.

Manual paperwork has been minimized, if not eliminated, in offices that transact with the Treasury Department. With TIMS, the local government unit managed to avoid red tape, errors, and other risks posed by manual input and transmission order of payments.
Also, the system allows real-time monitoring of cash flow, therefore enabling local managers to act on targets and scale efforts as the need arises.

The fast and efficient report generation of TIMS also paved the way for faster evaluation of financial situations, enabling the finance cluster to come up with a better budget and income-generating plan.
To ensure sustained use of the TIMS, its development and maintenance were included in the targets of the MICTO and its personnel involved in BIPS development. Stakeholders were given web access for them to use the system, share data, and ensure that modules remain relevant to the people by providing insights from time to time.

Name of the Organization

Burgos Agro-industrial School (BAIS) and Burgos Central Elementary School (BCES)

Name of the Office/Unit that leads the implementation of this best practice entry

Schools Division of Ilocos Norte (SDOIN), Local Government Unit (LGU) of Burgos, Department of Education (DepEd), and Department of Science and Technology (DOST)

Focus Area of the Best Practice

Citizens / Customers; Strategy; Operations

Date the best practice was first implemented

25 May 2019

Summary of the Best Practice

Burgos, a fifth class municipality in Ilocos Norte, pioneered the establishment of 21st Century Learning Environment Model (CLEM) Classrooms for young learners. A Special Education Fund (SEF) of PHP 6,216,400 was allotted to develop classrooms equipped with ICT-integrated facilities and learning equipment in Burgos Agro-industrial School (BAIS) and Burgos Central Elementary School (BCES). This academic breakthrough aimed to expose students to digital learning activities in their formative years in school. Specifically, the project aimed to strengthen their 4C’s of 21st-century competencies (creativity, critical thinking, collaboration, and communication), which are fundamental for modern students to excel in their future.

The Challenge

The motivation behind Burgos’ 21st Century CLEM Classrooms was the need to ensure that the students’ education were aligned with the demands of the 21st century. This required shifting from traditional classrooms to a more progressive, modern classroom to nurture an environment conducive to developing one’s 4Cs and making learning more engaging.

To actualize this goal, then Schools Division Superintendent of Ilocos Norte Vilma D. Eda sent school heads and teachers from Burgos, Ilocos Norte to attend benchmarking activities in DOST, Taguig City, Bolbok Integrated National High School, and Inos-Marawoy National High School in Lipa, Batangas 26-28 June 2018. These benchmarking activities gave the school heads and teachers the chance to observe classes that conduct 21st Century CLEM and eventually replicate the best practices in Burgos, Ilocos Norte.

Solution and Impact

Mayor Rodolfo L. Garcia supported the establishment of 21st Century CLEM Classrooms in Burgos Agro-industrial School (BAIS) and Burgos Central Elementary School (BCES) to prepare young learners to adapt to innovative learning strategies for modern pedagogy. Projectors, three-dimensional printers, computer units, interactive tables and chairs, free Wi-Fi connection, and other technologically advanced teaching tools were used to help students understand their lessons better. To ensure its effective delivery, teachers from the two schools have undergone a week-long training to participate in the initiative competently and embrace science, technology, and innovation in the education of the Burgoseño youth.

Like any other educational institution, its operations were also halted by the advent of the COVID-19 pandemic. However, the impact of this leap for transformative education was that it allowed the public and private sectors, as well as civil society, to study and evaluate the effectiveness of integrating modern technologies in the context of the Philippine setting. It also served as a call to action of having a state agenda geared towards initiating development programs involving the significance of ICT facilities and tools integration in the teaching and learning process in classrooms.

Milestones

Although Burgos is a fifth-class municipality in Ilocos Norte, project stakeholders pride themselves that their passion for the schoolchildren through their implementation of 21st Century CLEM in select schools in the region made a mark in the country’s educational system. BCES, in particular, was the first elementary school in the country to have a 21st Century CLEM, while BAIS was the first of all high schools in Region I. In recognition of its success, the region challenges other LGUs to be inspired to upgrade and revolutionize the country’s educational system by focusing on critical 21st-century skills and learning—with the underlying goal of fulfilling the evolving needs of today’s students and making a lasting impact in their communities.

Testimonials

The commencement of 21st Century CLEM Classrooms in Burgos, Ilocos Norte, evoked positive responses from its stakeholders. Burgos Mayor Rodolfo L. Garcia noted the arduous procedure for setting up the said classroom in its inauguration during the Educational Transformation Summit 2.0 held at Plaza del Norte, Paoay. This, in turn, led him to share the virtues Burgoseños collectively practice to overcome such challenges: “It is really a matter of patience and cooperation. But the mere fact that Burgos is the pioneer in Region I, is our pride and honor as a very small community. But most importantly, this is how we value education in Burgos. We have to provide tools in any way we can. This is how we love our young learners,”.

Moreover, in a web article by Ilocos Sentinal, Mrs. Vilma D. Eda shared the current status of the initiative and its expected plans for the future: “The municipality of Burgos has programmed to put up 21st century classrooms every year until all schools are modernized,” She furthered, “May this inspire all of us to level up and we wish Burgos more progress in the future.”

Lastly, in a Zoom interview with Mr. Erwin Ramil, teacher and CLEM manager at BAIS, he indicated that the positive impact of student-centered learning in 21st Century CLEM Classrooms was: “yung sa motivational part ng students naging effective” [The 21st Century CLEM became effective in the motivational part of the students]. This was supported by Secia Segovia, student, during an interview with ABS-CBN News: “marami po kaming natututunan” [we learn a lot].

References

ABS-CBN News. (2019, May 29). SILIPIN: Binansagang ’21st century classroom’ sa Ilocos Norte public school | TV Patrol. https://www.youtube.com/watch?v=SB4r1eJDxxY

Ilocos Sentinel. (2019, June 4). Deped-Ilocos Norte inaugurates 21st century classrooms in Burgos. https://www.ilocossentinel.com/home/deped-ilocos-norte-inaugurates-21st-century-classrooms-in-burgos.html

Name of the Organization

Philippine Institute of Volcanology and Seismology (PHIVOLCS) of the Department of Science and Technology (DOST)

Name of the Office/Unit that leads the implementation of this best practice entry

REDAS Team of the PHIVOLCS Seismological Observation and Earthquake Prediction Division (SOEPD)

Focus Area of the Best Practice

Strategy, Citizens / Customers, Digitization and New Technologies

Date the best practice was first implemented

6 March 2006 – up to present

Summary of the Best Practice

The PHIVOLCS-developed Rapid Earthquake Damage Assessment System (REDAS) is trying to save as many lives as possible through real-time hazard monitoring, database development, and multi-hazard impact assessment coupled with the accompanying innovative and tailored training for the intended users.

The concept of REDAS germinated after the nation’s dreadful experience after the magnitude 7.8 earthquake on 16 July 1990, which left more than 1000 people dead. The PHIVOLCS’ REDAS software developers thought that if the nation had a reliable system that could immediately identify potentially damaged areas, prompt rescue and relief operations might have saved more lives, thereby lessening the number of casualties during that particular earthquake. However, such software/system was not readily available or needed to be customized to suit the Philippine settings. Such an approach is also often expensive and has a steep learning curve. This prompted the experts to conceptualize REDAS. Initially designed for earthquake simulation only, the REDAS has grown through the years to include other capabilities like real-time hazard monitoring, database development, and multi-hazard impact assessment.

REDAS was conceived to provide immediate science-based information on the extent and severity of hazards such as ground shaking, liquefaction, earthquake-induced landslide, and tsunami through real-time simulation. The use of REDAS can be used for emergency preparedness, meaning at the onset of an earthquake, the user may right away simulate an impact scenario that may happen. At the same time, the tool can also be used for planning and risk management purposes by calculating potential impacts such as collapsed structures, injuries, fatalities, and economic loss a particular earthquake can incur. Knowing this information beforehand makes preparations more realistic and optimized because they are science-based. Only REDAS can provide up-to-date and verified information in the Philippines through solid partnerships with its stakeholders. This unique capability makes the REDAS attractive to various users in the Disaster Risk Reduction (DRR) field from all sectors of society.

The Challenge

The main challenge of a developing country like the Philippines is its high vulnerability brought about by its physical location and socio-political and economic situation. Since the country’s physical location cannot be transferred, much can be done to improve its physical vulnerability through proper land use, development planning, and strict building code implementation. This can be done by producing multi-hazard maps, continuous capacity building, provision of early-warning tools/systems, and developing tools and procedures for engaging LGUs on disaster preparedness. It is with these problems that REDAS was developed. There was a need for a tool that LGU officials could easily use with essential features designed for their local needs.

There was a need for a reliable source of information during emergencies, especially after typhoons or earthquakes, when communication facilities and power lines break down. This was the situation when REDAS was first envisioned. There was a need to have a tool that could tell us about the impacts of an earthquake so that relief and rescue operations could be guided accordingly. Oftentimes, there is a delay in information, which is especially needed for timely and appropriate relief operations.

Although REDAS started as a tool for earthquake damage simulation, it has also branched out to other hazards. This was brought about by an almost regular onslaught of more frequent hydrometeorological hazards such as floods, storm surges, rain-induced landslides, and severe wind. The continuing onslaught of death and destruction brought about by Typhoons Yolanda, Sendong, and Ondoy aggravated by our rapid population growth and unabated increase in exposure, lack of proper land use and development plans, lax implementation of the building codes and other regulations that can reduce the risks, lack of contingency/emergency planning and lack of understanding about hazards and risk by stakeholders all contribute to the problem. Therefore, a system like REDAS would aid in addressing these common problems on the ground by various stakeholders.

Solution and Impact

The REDAS tool was originally just internally used by PHIVOLCS, mainly to simulate earthquake intensities to provide pertinent information to the public when needed. Various partners who learned of the tool convinced us to share this with local government units, initially as a tool for mainstreaming disaster risk reduction into the local planning process. Through the years, many other LGUs and other partners opted to avail of this tool seeing its applicability to their functions. The tool itself needs to be installed in one’s computer as the hazard simulation and impact estimation modules are memory intensive and require high processing power, which is difficult if implemented in a web-based setting. It is an “independent platform” that doesn’t require an internet connection to run the tool.

At present, REDAS is already multi-hazard in scope. This was achieved through partnerships with other NGAs like the Philippine Atmospheric, Geophysical and Astronomical Services Administration (PAGASA), Mines and Geosciences Bureau (MGB), National Mapping and Resource Information Authority (NAMRIA), and Office of Civil Defense (OCD), which were important steps to ensure a one-government approach in disaster preparedness. Other partners were added along the way, including the partnership with State Universities and Colleges (SUCs) of Regions II, III, and XI, the University of the Philippines Diliman – Institute of Civil Engineering (UPD-ICE), and the Geoscience Australia (GA) that the earthquake impact assessment (SHAke module) was developed. The modules for Flood (FLoAT) and Severe Wind impact assessment (SWIFT), which later evolved into (SWERVE) were co-developed with MGB and PAGASA, too. The REDAS Exposure Database Module (EDM) benefited from exposure to GA, while the REDAS Earthquake and Tsunami Alerting Module (ETAM) benefited from collaboration with the RIMES, which is initially funded by UNESCAP and now supported by the Indian government. The Satellite Rainfall Monitor (SRM) and the Quick Lahar Impact Simulation Tool (QLIST), two recent modules, were offshoots of a PCIEERD-funded project mainly targeting risk reduction from lahars. The development of REDAS is replete with collaboration, learning, and partnerships with the government, SUCs, and international partners.

To date, the REDAS is being used extensively by the Seismological Observation and EarthquakePrediction Division (SOEPD) of PHIVOLCS in its round-the-clock earthquake monitoring and issuance of earthquake information to the public. The Geology and Geophysics Research and Development Division (GGRDD) of PHIVOLCS uses REDAS as one of its hazard simulation software in producing earthquake hazard maps. The REDAS SRM is being used by the Volcano Monitoring and EruptionPrediction Division (VMEPD) in monitoring real-time rainfall for lahar monitoring and warning, particularly in Pinatubo, Mayon, and Bulusan volcanoes. A key strategy to the sustained interest is the “patikim” approach, where first-timers are invited to experience the training firsthand, after which the same participant brings in their organization to undergo the REDAS learning. This has happened so often that slots are always given to “sit-ins” which eventually become the “natural” REDAS advertisers and its products. Special attention is also given to the number of women participants, and several persons with disabilities have been trained before, too.

The main drawback in sharing REDAS happened when the COVID-19 pandemic set in and when face-to-face training was not allowed. The REDAS Team resorted to creative ways to conduct training by doing the original six-day training into seven modularized and ladderized four-day courses. The team devised ways to make the training interactive despite being online in modality. As a result, despite the pandemic, the requests for training were sustained, and for 2022, the training schedule is already full.

When REDAS was first introduced in 2006, external stakeholders still needed to be included. To date, a total of 52 provinces, 689 municipalities/cities, 17 NGAs, 38 SUCs, 78 private companies, and 10 NGOs have been trained in the use of the software. Through REDAS training, PHIVOLCS can reach grassroots communities and disseminate its products and services through actual interaction and simplifying scientific information for their mainstreaming DRR efforts, contingency planning, and emergency preparedness. The software and training approach is unique in that no similar system exists in the Philippines. To ensure sustainability, REDAS partners with SUCs benchmarking on their technical capabilities and presence at the local level. There are also plans to produce easy-to-follow instructional videos to reach more stakeholders.

Milestones

The REDAS has won various awards. REDAS was awarded the Outstanding R&D award by DOST-Philippine Council for Industry, Energy, and Emerging Technology Research Development in 2005. It competed at the national level and won First Prize. In 2019, the REDAS Team was awarded a 21st Gawad Kalasag Special recognition for Group Category. REDAS exhibited the value of partnership and innovation in disaster risk reduction.

From a simple earthquake simulation tool, REDAS has grown multi-hazard in scope–hosting two real-time hazard monitoring modules, two database development modules, and six multi-hazard impact assessment tools. Recognizing the REDAS platform’s potential, the Department of Budget and Management (DBM) granted it as a Locally-Funded Project assuring its continued budget through several years. This trust compels the REDAS team to perform better and improve its craft. Through the years, REDAS has spread into other hazards such as floods, severe wind, tsunamis, lahars, and agricultural damages. REDAS is free, and so is the accompanying training. Requests for availing of the software and accompanying training continue to be received, and the schedule is almost complete for 2022. In various instances, REDAS modules had been selected by partners/LGUs as the platform of choice in their mainstreaming DRR efforts (ex., RDC Region XII in 2018 and Lanao del Norte in 2021).

In 2022, working silently and with a bit of fanfare and expense, the REDAS has gone beyond the Philippine borders through international partners. An example is through a current Japan International Cooperation Agency (JICA) project (the DRRMCEP), where REDAS is already being considered as one of the tools to calculate earthquake impact in its pilot sites. Another is tapping of REDAS by the Asian Disaster Preparedness Center (ADPC) as the platform of choice to develop a gender and human rights-based questionnaire tool from a DRR perspective.

Testimonials

To attest to the usefulness and power of the REDAS system, current stakeholders include local government units (LGUs), State universities and colleges (SUCs), national government agencies (NGAs),non-government organizations (NGOs), and private companies.

For the LGUs whose users consist mostly of DRRM officers and planners, common feedback received includes the tool being helpful for their pre-disaster preparations, such as evacuation planning, formulation of contingency plans, and incorporating it in their DRRM and comprehensive land use plans. LGUs find the valuable tool because they can plot province/municipal data in REDAS, and not just simply rely on project presentations provided by other offices or agencies.

The private sector sees the application of REDAS in preparation and responding to disasters that will affect their company’s service areas, operations, or infrastructures. For instance, a light rail company would like to use REDAS in assessing the intensity of an earthquake scenario to the light rail system and how much damage it will cause to nearby infrastructure to prepare for a response and recovery strategy. Additionally, a power-generation company uses REDAS for seismic hazard assessment and determining damaging earthquake intensities to assess dam safety.

Similarly, NGAs use REDAS in line with their mandates, functions, or projects. They see the map generation capabilities of REDAS helpful in preparing feasibility studies of their projects. Moreover, for NGAs providing emergency assistance or relief services, REDAS helps them simulate hazards to identify or visualize affected areas for decision-making in allocating resources or prioritizing augmentation support.

For the SUCs, the most common use of REDAS is for their research and extension activities and for producing theses and dissertations, mainly focusing on vulnerability assessment, exposure database development, and hazard analysis. In 2022 alone, PHIVOLCS, through REDAS, has partnered with several SUCs, with several thesis topics using REDAS.

Name of the Organization

City Government of Mandaue

Name of the Office/Unit that leads the implementation of this best practice entry

Business Permit and Licensing Office

Focus Area of the Best Practice

Citizens / Customers, Digitization and New Technologies

Date the best practice was first implemented

25 August 2022 – up to the present

Summary of the Best Practice

Mandaue City is the first highly urbanized city in the Philippines to adopt an electronic Business Permit and Licensing System (eBPLS) provided by the Department of Information and Communications Technology (DICT).

While other LGUs have been given access to the eBPLS, Mandaue City went beyond DICT’s expectations and implemented an ambitious program by utilizing the eBPLS system to its fullest, and has now become the forefront for other LGUs. Seeing the innovative practice adopted by the City of Mandaue, other LGUs which do not have the funds to purchase third-party service providers are now partnering with the DICT and looking at Mandaue City’s best practices and policies. Several neighboring cities and municipalities have visited the City recently to observe the implementation of the online eBPLS.

Institutionalizing the fully online mechanism of the eBPLS has shown dramatic improvement in the number of business registrants, especially with business tax collection. Business registrants increased by 10-20% from 2020 to 2022, and Tax collections from January to June 2022 amounted to Php 1,040,806,278.12 compared to Php 889,724,627.54 in the same period last 2021. This is a 16.98% increase in total business tax collection for the same period, which can be attributed to our Online eBPLS system’s implementation, transcending expectations.

The Challenge

The pandemic has dramatically affected the business sector with several lockdowns and community quarantines; some businesses were forced to close. The City of Mandaue has more or less 16,000 business registrants, so we had to cater to more than 800 clients a day coming to the 2021 business permit renewal. This would be a real challenge as we were still at the height of the pandemic, considering that social distancing was one of the minimum health standards to follow.

The City already had an existing business permit processing system, but the same needed to be capable of processing online transactions, much less online payments. Aside from this, shifting to an online system thru the third-party provider will mean expending additional public funds. Furthermore, it will take considerable time to become fully functional.

Recognizing this predicament, the City, with the help of the Department of Information and Communications Technology (DICT), implemented eBPLS in four months. Even bolder was our quest to implement a fully online system, from application to payment and issuance, the first highly-urbanized city at that.

It was challenging as we had to create local ordinances to adapt to the new normal, including implementing a fully-online business permit processing and online payment options. It was not just a matter of adapting a new system; it required the necessary “mind-setting” to all stakeholders, especially the business community, as Mandaue City was implementing a more manual business application procedure.

With the help of City Officials, aggressive public information drives, and a dedicated team, the BPLO beat all odds and created the most impressive result.

Solution and Impact

The implementation of the best practices in the adaption of the electronic Business Permit and Licensing System required the whole-of-City approach, from the support of the local officials, cooperation of the business sector, and reinforcement by the DICT to ensure that the local implementing body, BPLO, are fully equipped with the technical know-how and training.

Mandaue City had to create all the enabling laws and facilities in a matter of 4 months to implement the eBPLS and pioneer its fully online functionality. Despite the skepticism from the stakeholders, the BPLO succeeded in its vision for the eBPLS. In fact, despite the expected revenue losses due to the sudden cessation of business operations, our City still posted a total of Php 909,203,396.88 in business tax collections as of 31 July 2021. This is a slight increase compared to the collection in 2020, which amounted to Php 900,479,853.78 in the same period. As a testament to the innovations continuously implemented by the City of Mandaue, tax collections from January to June 2022 amounted to Php 1,040,806,278.12 compared to Php 889,724,627.54 in the same period last 2021. This is a 16.98% increase in total business tax collection for the same period, which can be attributed to the implementation of the online eBPLS system.

The turnaround time in processing business permits has also greatly improved since the online eBPLS. From an average turnaround time of 18 days during the January 2021 business permit renewal, we trimmed it down to 3 to 5 days by the end of 2021 and further lessened than one day to 2 days turnaround time by 2022.

The BPLO continues to create impact assessments in implementing the eBPLS to ensure efficiency. In addition, online webinars and training sessions at the barangay level are regularly made to educate business owners about the new system. Informational videos and instructional materials were available on BPLO’s online platforms, such as its Facebook and YouTube page. BPLO worked closely with its stakeholders and the Mandaue Chamber of Commerce and Industry during the information drive, and the latter provided us with logistical support and manpower. The City’s efforts paid off because 99% of the clients in the system applied online, while only 1% were walk-in clients.

Consistency is essential to any policy, thus to guarantee the sustainability of the CIty’s best practices, several local ordinances have been issued, such as Ordinance No. 15-2019-1479, “An Ordinance Codifying and Streamlining the Business Permit and Licensing System of Mandaue City, Ordinance No.15-2020-1508 “An Ordinance Creating the Mandaue City Business Permit and Licensing Office (BPLO), by Converting the BPLO from a Section under the Office of the City Mayor into a Separate Department,” Ordinance No. 15-2020-1589 “An Ordinance Setting Mandaue City’s Processing of Business Permits, Regulatory Clearances, and License under the “New Normal” and after that, among others.

Other LGUs also wanted to learn about the City’s best practices and get tips on implementing the program in their locality. Several LGUs have already visited the city to benchmark and learn how the city government implemented innovation in the program’s success.

Officials and staff from the City of Talisay, the Municipality of Consolacion, the City of Dumaguete, and the Municipality of Compostela have previously visited the city government office to observe internal procedures they can replicate in their local government unit. Forms, copies of relevant ordinances, and operational handouts were likewise shared, which will be of great use in their adoption of the online eBPLS system.

Milestones

In recognition of these innovative efforts, BPLO bagged the Silver Trailblazer Award during the MandaueGovernance Forum: Road to Resiliency program last 11 March 2022. BPLO, in cooperation with Mandaue Investment Promotions Action Center, also bagged the Silver Trailblazer Award for Ease of Doing Business.

Aside from that, several national agencies have recognized the City’s innovative practices. Last 29 October 2021, the city bagged third place in the Digital Governance Awards (City Category) for its Electronic Business Permits and Licensing System (eBPLS). The best in Business Empowerment (G2B) Award category recognizes the effect of an LGU’s practices integrating ICT solutions, the commitment of its administration, in the LGU’s responsiveness to the needs of business enterprises, thereby creating business opportunities.

The city government was also one of the ten finalists of the Philippine Chamber of Commerce and Industry’s Most Business-Friendly Local Government Unit last 15 October 2021. In the Department of Trade and Industry’s Cities and Municipalities Competitiveness Index for 2021, we were awarded as the Most Improved City and got high marks for Economic Dynamism, ranking 5th out of all the highly urbanized cities in the country.

Because of its successful implementation of the online eBPLS system, Mandaue City has been invited to several training and webinars to share the City’s best practices. Mandaue was also invited to share during the National Association of Business Permits and Licensing Officers webinar and in the orientation conducted by DICT in the Mindanao Cluster, the City Treasurers, and BPLO Officers of Negros Oriental.

Name of the Organization

Department of Social Welfare and Development

Name of the Office/Unit that leads the implementation of this best practice entry

Caraga Social Pension for Indigent Senior Citizens

Focus Area of the Best Practice

Digitization and New Technologies

Date the best practice was first implemented

01 January 2016 – up to the present

Summary of the Best Practice

The Department of Social Welfare and Development (DSWD) Field Office (FO) in Caraga is using technology to make the disbursement of social pension of indigent senior citizens easier. Pertinent information about the social pension beneficiary–from personal details, inclusions, and exclusions to the program, to their payrolls and validations–are now digitized for easy tracking.

The information system aims to:

• Establish accurate payroll by eliminating double or multiple entries of names of the beneficiaries;
• Generate efficient physical and financial reports; and
• Promote transparency, especially on the delivery of stipends.

It has the following key features:

• Biometric registration and verification (usage discontinued due to the pandemic)
• Cross-matching of names not limited to the exact spelling
• Data logs about the senior citizen/beneficiary

Currently, it serves as the very core of the program implementation as the data/reports to the DSWD Central Office or any other concerned offices are from the system.

The Challenge

The social pension program for indigent senior citizens is an important program but its implementation has faced a lot of challenges, including data accuracy, payment disbursement, report generation, and stakeholder engagement.

Data Accuracy

1. There was a limited number of technical working staff of the Regional Social Pension Unit (RSPU) to manage the data of the increasing number of beneficiaries from 9,375 in CY 2011 to 62,235 in CY 2015.
2. The accurate data reflected in the payroll have been compromised because of the manual checking of the reports/ data from local government units (LGUs), most especially on the checking of complete names, birthday, age, sex, address, etc., on the submitted waitlisted and delisted report by the LGUs, which resulted in multiple entries of names across the region.

Payment

1. Due to inaccurate data, double or multiple payments for one beneficiary were reported.
2. Paymasters found it hard to verify and identify the paid beneficiaries from one area to another.
3. Considering that no device was installed to identify and verify the true identity of the beneficiaries, there were instances when somebody holding the same ID claimed the stipend.

Report generation

1. It took several hours to generate the paid and unpaid beneficiaries.
2. There were difficulties in generating a summary of the report, such as the number of Pantawid Pamilya members/beneficiaries, number of indigenous peoples (IP) beneficiaries, number of male and female, number of bedridden and sickly, and the number of waitlisted and delisted beneficiaries with corresponding remarks.

Local Government Units / Partner / Stakeholder

1. The LGU staff claimed to need a source of information about the history of the beneficiary in the program, such as unclaimed quarters and personal information.
2. The LGU staff claimed to have no accessible reference regarding the status of the beneficiaries in the program. They need to look for the approved documents for every transaction to answer each client’s concerns.
3. The Focal Person has no accessible reference for the names of senior citizens endorsed for the waitlist to the Field Office. Instead, they need to scan their previously submitted reports to provide an exact answer to the clients, which resulted in repeated reports.

Walk-in Clients / Program Beneficiaries

• Regional Office manually counts or tracks beneficiaries with complicated issues such as inclusion and exclusion errors.

Solution and Impact

The developer-focused first on the very core of the implementation of the program, which is the generation of payroll and prevention of duplicate entries of beneficiaries in the payroll because it is always the concern of the Commission on Audit through Audit Observation Memorandum (AOM), and from there, the developer slowly bonus features based on the request of the staff/persons involved in the program to boost productivity in the office. The office conducted consultations and dialogues with LGUs.

The information system is deployed and can only be accessed internally within the DSWD Field Office Caraga and has consistently been used from 2016 to the present.

DSWD Region XI office conducted benchmarking last 2018 to determine what the information system is capable of. DSWD Region X also did a benchmark in July 2022. Both regional offices wanted to replicate the system if deemed appropriate for their needs.

Before using the system, the office had 13 staff working in different program areas–from the frontlines to the finance division. Due to huge additional slots in the program last 2016, all the staff is forced to create payroll to catch up with the deadline of conducting the payouts quarterly. During that time, the staff always worked overtime since the manual creation of payrolls was time-consuming.

Results/Impact

• RSPU staff does not have to render overtime to complete urgent reports.
• The system reduces human labor, especially in preparing payroll for eligible beneficiaries.
• It helps the timely and efficient generation of physical and financial reports.
• SPInS also helps the RSPU disseminate complex information to partners and stakeholders.
• RSPU staff can now provide an accurate answer as to the status of the application and reasons for delisting to walk-in clients, even in the absence of the payroll in charge through an audit trail.
• Reduced cases of double and multiple entries across the region allow other eligible senior citizens to be included in the program, especially those that need prioritization.
• Easier retrieval of files and information needed.
• Promotes healthier working conditions and simplifies tasks, especially to the payroll in charge and the LGU focal person.
• It contributes to speedy transactions and the timely release of stipends.
• It eliminates the risks of releasing stipends to non-beneficiaries.
• It allows for establishing and managing a comprehensive database of eligible indigent senior citizens as a basis for planning and decision-making at RSPU’s level and in the LGU.
• It does not require additional manpower to do tasks, making it cost-effective.

Next Steps

Currently, the Information Technology Officer is developing a new version of the system that not only caters to the program’s needs but also the needs of the office that implements the program. Some of the features are the following:

• System Integrations within the DSWD FO Caraga (Finance, HR/Personnel, etc.)
• Direct SMS messaging to the beneficiaries
• Standard Operating Procedure tracking
• System access outside the network of DSWD FO Caraga
• Mobile access with offline access
• Asynchronous Execution of Task

Milestones

The information system had the following awards:

• 2022 2nd Best Knowledge Management Initiative (National PRAISE)
• 2022 1st Best Knowledge Management Initiative (Regional PRAISE)
• 2020 2nd Best Knowledge Management Initiative (Regional PRAISE)
• 2019 2nd Best Knowledge Management Initiative (Regional PRAISE)

Implementing Agency

City Government of Tuguegarao

Year Implemented

2018-Present

Themes

Digitization & New Technologies, Perspectives on Productivity, Governance, and Development

General Description

The Tuguegarao City Command Center is a monitoring center with a centralized communication system equipped with state-of-the-art ICT solutions and facilities that can respond to incidents and emergencies 24/7.

The Command Center is manned by the city’s Rescue Team and representatives from the Traffic Management Group, Public Safety and Security Office, the Bureau of Fire Protection (BFP), and the Philippine National Police (PNP).

Background and Problem

Being the catch basin of waters surrounding the Cagayan Valley, Tuguegarao City is extremely prone to flood and is mapped as one of the most vulnerable to natural hazard-triggered disasters in the region (Philippine Information Agency, 2011). The Natural Hazards Risk Atlas 2015 also reports the city as second among the 10 most at-risk to natural hazards globally. On top of these issues, disseminating warnings and relaying calls for assistance in the area have been a persistent challenge given their lack of a centralized communication and emergency response system. To mitigate the risks, the city government established the Tuguegarao City Command Center in 2018.

Solution and Impact

Built under the leadership of Hon. Atty. Jefferson Pattaui, through Executive Order No. 28-2018, the Tuguegarao City Command Center was built to help ensure safety and emergency preparedness in the city, not only for natural hazard-triggered disasters but for accidents and man-made disasters as well. Among its services are police assistance, hospital care, fire suppression, and search-and-rescue services.

Specifically, the Command Center aims “to gather and process all information required to manage and control all types of incidents efficiently and effectively for the safety and protection of the communities and properties [through] communication and collaboration with the PNP, BFP, Rescue 1111, barangay officials, and other concerned agencies.”

To achieve this goal, the Command Center was built with a fiber optic-wide aerial network and its own hotline. It maintains 117 high-definition bullet-type PTZ (Pan, Tilt, and Z) closed-circuit television (CCTV) cameras installed strategically in all 49 barangays of the city. The cameras are also equipped with facial recognition technology and night vision allowing for clear videos even in low light conditions. This feature also enables their staff to do round-the-clock monitoring of the city and access to recordings of all incidents.

Since its establishment in 2018, there has been a substantial increase in the number of calls. From the annually reported 3,123 calls received in 2018, it has increased to a total of 15,417 calls received in 2019. The 500% increase could be due to the residents’ growing confidence with the project.

Records also show an increase in the number of incidents responded to, from 6,628 in 2020 to 31,922 as of November 2021. Moreover, the systematic communication process of the command center has also decreased the response time to 3 minutes or even lower. Notably, the quickest recorded response time to date is 1 minute and 18 seconds—from calling the hotline to the touchdown of the responder in the incident area. These statistics can also indicate a growing efficiency and effectiveness to its implementation.

The Tuguegarao City Command Center continues to evolve and develop its services even during the pandemic and it ensures that its personnel complies with the protocols set by the Inter-Agency Task Force for the Management of Emerging Infectious Diseases (IATF) and personal protective equipment (PPE) requirements.

The innovative Tuguegarao City Command Center has the following notable features:

Dispatch System

The Command Center utilizes a dashboard system that maintains records of incidents responded to, which also provides the footage and time response. Reports are classified according to type and are searchable by keywords for easier retrieval. Any related documents may be requested and accessed in less than a minute. The dashboard system caters to all kinds of incidents, including COVID-19 vaccination calls. Residents may also contact the City Command Center for COVID-19 and vaccination concerns.

Footage Request

The management of the control center also allows citizens to request access to available footage subject to existing data privacy laws. While clients, upon their request, are allowed to view CCTV footage for valid reasons, recording, and copying of the footage are not permitted. Before being allowed access, concerned parties are required to submit a blotter report for the request to be approved. Footages are stored in the CCTV room with restricted access even among command center personnel. The data captured by the CCTVs are automatically deleted after 30 days unless they are to be retained for legal purposes. The management of the Command Center strictly observes the delicate balance between public welfare and the right to privacy. With the provision of high definition footage, the center resolved various incidents such as recovery of lost items, resolving traffic accidents, and other criminal cases in the city.

Wifi Ko, Wifi Mo

Along with the development of the Command Center, the city administration managed to provide fast, reliable, and free internet access to the city residents. There are 101 access points installed in 57 locations, including schools, government offices, barangay halls, and other public spaces.

Live Traffic Update and Analysis

The distribution of the local internet connection around the city has also made live traffic updates easily accessible via Facebook and Messenger from 5:15 PM onwards. Moreover, the command center also utilizes intelligent video analytic software to monitor and manage pedestrian and vehicular traffic in the city’s main roads, intersections, entry and exit points, as well as populated areas such as government buildings, public markets, school zones, and church premises. And together with the live traffic advisory, this helps ease the city’s traffic situation, having reportedly reduced travel time by 50%, and it also enables those on the road to make informed decisions about their commute.

Flood monitoring

Through its high-definition CCTVs and 24/7 live monitoring, the Command Center also provides real-time water level alerts and updates of the Buntun Bridge and Pinacanauan Rivers to all barangay captains, the City Disaster Reduction and Management Office (CDRMO), and other concerned authorities in times of possible flooding. This function reduces property losses by timely operation of flood control and measures, especially in low-lying areas. In addition, real-time updates help avoid the spread of fake news; previously, in an incident where 45 out of 49 barangays were flooded, the Buntun Bridge was claimed to be no longer passable when in fact, it still was. But with the current communication system, the information delivered became accurate.

Tuguegarao City Online Checkpoint Registration

Online Checkpoint Registration (OCR) is a travel management tool designed to cater to travelers or visitors entering the city. Created at the surge of COVID-19 cases in the city, it was immediately used after the IATF announced the removal of checkpoints and mandatory 14-day quarantine nationwide. This system aims to contact-trace and monitor individuals entering the city’s vicinity. It is the first online system developed in the country and was implemented before the S-PASS was introduced. Details required in the form include one’s place of origin, barangay of destination, contact number, date of arrival, health declaration, and purpose of visit. In total, it has recorded 15,641 registrants since April 2021, including locals who went home to Tuguegarao City. Watermarked OCR receipts are sent via email after successfully filling out the form.

Contact Tracing Diagram Report

A contact tracing center was formed at the city Command Center as another initiative in response to the pandemic. The office came up with its own format of report featuring a contact tracing diagram that focuses on visual data of all possible cases and their close contacts. It also provides a shareable Google map showing all possible cases in the vicinity.

Milestones

Tuguegarao City recorded zero casualties when Typhoon Ompong happened in 2018 and after a flooding on 6 December 2019 that affected 56,387 people. The last onslaught of a mega-flood occurred in the city last November 2020. While it damaged several properties and affected more than a hundred thousand people, only two casualties were recorded.

On the other hand, reports showed a decrease in the crime rate from the monthly average of 42 in 2017 to 39 in 2019. Relatively, time response and solution efficiency increased from 47.27% (2017) to 79.92% (2019), to 86.05% (2020), and 90.48% as of December 2021.

In light of the successful implementation of its services, the Command Center has also been attributed in increasing the confidence of the city’s prospective investors. As a result, the city’s business and investment climate has since improved.

The Tuguegarao City Command Center championed the “Best in LGU Empowerment” (City Level) in the last 2020 Digital Governance Award (G2C). Similarly, “Wifi ko, Wifi mo” was also nationally recognized with its nomination for the “Best in Customer Empowerment Award” (City Level) in the same event.

“The Tuguegarao City Command Center has become a source of pride for the people. It was recognized as one of the city’s best practices, which the other neighboring cities are starting to emulate,” said Mr. Angelo Suyu, former head of the Command Center.

To further expand its services, the city government also plans to create a mobile command center to help ensure the delivery of services even to areas that are hardly reached by CCTV cameras and big events such as festivals. The said mobile command center is envisioned to become a bus, trailer, or van that will be used exactly like the main workspace. Likewise, it will be thoroughly equipped with industry-standard technology using GPS drone technology.

Sources

Banguilan, Jeanette; Buslig, Rhea-Lou; Lemmao, Aprilyn, (2018, February). The Compliance of Tuguegarao City in the Disaster Risk Reduction Management Law. International Journal of Advanced Research Management and Social Sciences, Vol. 7 No.2. Retrieved December 20, 2021, from https://garph.co.uk/IJARMSS/Feb2018/14.pdf.

Tuguegarao City Command Center. (2022, May 2) Live Traffic Updates [Video]. Facebook. https://www.facebook.com/tugueC5

Tuguegarao City Local Government. (2020, December 11). Digital Governance Award: Command Center [Video]. https://tuguegaraocity.gov.ph/

Tuguegarao City. (2022, April 21). Tuguegarao City [Video]. Facebook. https://www.facebook.com/1231460139/videos/pcb.2247889662030885/704361173936077

Philippine News Agency. (2020, 24 November). Local execs propose measures to lower Cagayan’s disaster risk. https://www.preventionweb.net/news/philippines-tuguegarao-city-organizes-disaster-management-council

Natural Hazards Risk Atlas. (2015, 4 March). Which cities are most exposed to natural hazards? https://www.maplecroft.com/insights/analysis/which-cities-are-most-exposed-to-natural-hazards/

Photos and Videos

Organization

Pangasinan State University

Best Practice Focus Area/s

Strategy, Citizens / Customers

Year Implemented

July 2020

This is a GBPR entry

Summary

Due to the current pandemic, the Commission on Higher Education (CHED) advised Higher Education Institutions (HEIs) to adopt the flexible learning strategy. As a response, Pangasinan State University (PSU) administration partnered with local government units (LGUs) to establish PSU-LGU ICT Konek, a learning space with an internet connection to students of PSU within the locality could avail. This project was able to support around 1,000 students through the establishment of 37 centers distributed across 26 municipalities.

Background and Problem

The Commission on Higher Education (CHED) released seven CHED-COVID advisories containing guidelines for effectively implementing the academic operations of Higher Education Institutions (HEIs) amidst the COVID-19 pandemic.

In particular, CHED COVID Advisory No. 7, released on 24 May 2020, contained the instruction for all HEIs to adopt the flexible learning strategy in delivering instruction by ensuring appropriate (1) Facility Delivery System, (2) Faculty Complement, and (3) Student Support. Further, the guidelines also encouraged HEIs to maximize the use of technology to support teaching and learning. The advisory suggested actions such as the determination of the level of technology to be used for the delivery of programs based on the connectivity of the students, the establishment of a multi-media or learning resource center to provide support to faculty in the development of IT-enabled or IT mediated instructional materials, utilization or access of available open educational resources, and the utilization of a learning management system.

Solution and Impact

Initially, they surveyed the students’ needs regarding adopting the flexible learning modality. Their survey showed that the majority of their students had problems with internet connectivity and the availability of gadgets.

As a response, the PSU administration came up with a proposal to partner with local government units (LGUs) in establishing a learning space with an internet connection to which students of PSU within the locality could avail. The project was later named PSU-LGU ICT Konek- a Bayanihan project co-implemented by the university and the LGUs, in response to the national government’s call to “Heal as One.”

With 37 ICT “Konek centers” in 26 municipalities, about a thousand students could use the learning spaces to attend to the requirements of flexible learning. The LGUs provided the project’s physical structure (learning space), while PSU provided the computers they pulled out from the computer laboratories of their different campuses. And PSU also provided the internet connection and maintenance of the Center. With the establishment of these learning spaces, students residing near the centers did not need to buy their gadgets or allot money to buy cell phone loads to participate in online learning.

Milestones

Per BOR Resolution Number 91, series 2020, the project PSU-LGU ICT Konek became an official project of the university. Through the campus extension coordinators, the university visited various municipalities and discussed the details of the project. Afterward, the Memoranda of Agreement were fortified to make the project an official joint project of both PSU and the LGUs.