Category: e-Government

Listahanan, or the National Household Targeting System for Poverty Reduction (NHTS-PR), is an information management system that employs geographic targeting, household assessment, and validation in order to provide national government agencies, development partners, and other social protection actors with information on who and where the poor are in the Philippines. This information is then used for the identification and selection of potential beneficiaries for various poverty alleviation and social protection programs.

Background and Problem

The DSWD has relied in the past on program-specific targeting mechanisms, which employed varied and often inconsistent methods—an approach which was short on uniformity and objectivity, and often relied on self-declared data from potential beneficiaries. This lack of standardization meant inefficiency and high costs, as each new program would have to bring its own targeting approach to bear. Results were also unsatisfactory, with cases of leakage (the inclusion of non-poor beneficiaries) and deprivation (the exclusion of poor beneficiaries) in the delivery of services to the poor. This, coupled with limited resources, means that ensuring the equitable distribution of services to the poor through a standardized, accurate, and reliable targeting system is essential in addressing poverty.

Solution and Impact

NHTS-PR reduces both the leakage and deprivation of social protection programs and services by establishing an objective targeting system that compiles information to create a database of identified poor families and households. Utilizing a unified set of criteria for identifying the poor ensures that resources and efforts are concentrated on those who most need assistance, ensuring lower costs, better impact, and increased transparency and credibility of social protection programs. The identification of poor households follows a four-phase project cycle.

This begins with the Preparatory Phase where target areas for household assessment and the appropriate data collection strategies are identified. This is followed by the Data Collection and Analysis Phase. During this phase, DSWD-hired enumerators conduct household interviews to gather basic and socio-economic information through a standardized questionnaire called the Household Assessment Form (HAF), which is then processed through a proxy means test (PMT) that estimates family income and compares it to the provincial poverty threshold. For the last phases, the results of the PMT are then validated locally, finalized, compiled, and generated into National and Regional Profiles of the Poor. Data sharing partnerships with various social protection stakeholders are established through a memorandum of agreement to ensure data privacy and to guarantee that the data will only be used as guide for selecting beneficiaries and developing various poverty alleviation and social welfare and development programs.

Milestones

In 2009, the NHTS-PR conducted the first round of assessment which resulted to the identification of 5,255,118 poor out of 10,909,456 households assessed. In 2010, Executive Order No. 867 entitled, “Providing  for  the  Adoption  of  the National  Targeting  System  for  Poverty  Reduction  as  the  Mechanism  for  Identifying  Poor Households  Who  Shall  Be  Recipients  of  Social  Protection  Programs  Nationwide” was issued. This mandated government agencies to use the NHTS-PR data as basis for selecting beneficiaries of their social protection programs. The data generated from the first assessment were shared with 1,256 data users comprising of 55 National Government Agencies (NGAs), 1,095 Local Government Units (LGUs), 56 Non-Government Organizations (NGOs), 34 legislators, and 15 academic institutions and researchers. NHTS-PR became the basis for selecting beneficiaries of notable government programs such as the PhilHealth Indigent Program and Pantawid Pamilyang Pilipino Program (4Ps). The former subsidized the insurance premium of all 5.2 million poor households while the latter provided health and education grants to 4.2 million. These are only among social protection programs that provided targeted services to the poor in the fields as diverse as education, employment, health and nutrition, maternal and childcare, water and sanitation, shelter, electricity, and environmental protection. NHTS-PR is also supported by international partners such as the World Bank and the Australian Department of Trade and Industry.

In compliance with Section 2 of EO 867 which requires the DSWD to update the NHTS-PR every four years, the Department embarked on its second nationwide assessment. In preparation for the said assessment, new guidelines, protocols and systems were put in place to maintain transparency and objectivity, ensure faster and efficient implementation, and prevent political interference in its implementation. A new PMT model was also developed using variables lifted from the 2009 Family Income and Expenditure Survey (FIES), Labor Force Survey (LFS), and 2007 Census of Population and Housing (CPH). It features a 2nd stage screener that weeds out possible inclusion errors. These improvements in the PMT model lowered its model-based error rates, from having 22-25% and 31-35% inclusion and exclusion rates, respectively, in the 2009 model to having 10.6-13.8% and 6.8-19.3% inclusion and exclusion rates in the 2013 model. The said assessment resulted in the identification of 5.1 million poor out of 15.1 million households assessed.

With the result of second assessment, the Department was able to track changes in the status of previously identified poor households, particularly of 4Ps beneficiaries. Of the 4.2 million beneficiaries of the said program, 1.3 million households registered as non-poor. After two assessment cycles, the NHTS-PR data continues to be a vital information resource for the government, providing an objective basis for beneficiary selection and a rich data resource for planning, developing and monitoring program interventions.

Testimonial

Excerpt from the Country Director of the World Bank Philippines, Dr. Mara Warwick, during her Remarks at the 2015 Listahanan Launch

“Grounded in empirical studies, the World Bank recognizes Listahanan as a leading “good practice example” for a growing number of countries that aspire to introduce such registries. This brings me back to my original question: why is Listahanan so important? I would like to highlight four key reasons. First, by enabling the Government to target programs to the poor and vulnerable, Listahanan is increasing both the efficiency and effectiveness of public spending. It is also improving the governance of Social Protection in the Philippines by removing political patronage from distribution of public resources to citizens. Let me elaborate. Listahanan tells the Government who poor families are and where they live. It ensures that the intended beneficiaries of public funds for poverty reduction have names and faces. This enables objective selection of the beneficiaries of government programs through the use of transparent, objective and verifiable criteria, validated by the community, to estimate poverty in Filipino families. Using the so called “proxy means test method,” poverty lines determined by the Philippines Statistics Service and community validation, Listahanan 2015 has identified 5.1 million households who are poor.

Targeting anti-poverty programs to those 5.1 million households will be critical to realizing the aspiration to end poverty in the Philippines within a generation. Listahanan is the key platform for such targeting, just as Listahanan 2010 was used to identify beneficiaries of government programs. Second, Listahanan is important because its impact is far-reaching across the Philippines. Listahanan is currently used by 59 national agencies to target programs where they are needed most, including the Pantawid, and the PhilHealth subsidized health insurance. It enables transparent and fair selection of beneficiaries of government programs. How? Programs draw initial lists of poor and vulnerable families from Listahanan, and the families are then checked for program specific eligibility requirements. When the families meet the requirements, they receive the benefits. In addition to Pantawid and PhilHealth, Listahanan is also used by 1,095 Local Government Units, 56 Civil Society Organizations, 34 legislators, and 15 universities and research institutions.

Looking ahead, we hope that Listahanan 2015 will add value to all government agencies and LGUs towards maximizing the impact of public funding and ensuring that the poor and vulnerable benefit from their respective programs. Third, Listahanan is important because of what it means for all citizens. Listahanan is an anchor for an objective and transparent approach to selecting beneficiaries. Such transparency is important for citizens, affecting how people perceive their government. Citizens are able to see that public funding and government services are deployed fairly, rather than as gifts or as favors. This in turn signals an important shift and the beginnings of a deeper transformation in state-society relations: people start seeing government services as public goods rather than as personal rewards.

Fourth, as I mentioned before, Listahanan is important because its targeting performance is excellent by international standards based on the available empirical evidence. While there is no such thing as perfect targeting, the tool that you have developed does an excellent job in identifying the poor and vulnerable. Listahanan is supporting impressive results and must continue to evolve and adapt over time for even greater impact.”

BaLinkBayan is an Overseas Filipinos’ (OFs) one-stop online portal for diaspora engagement, offering an integrated and unique platform to re-engage OFs with the Philippines through the D2D program of the CFO with the support and help of several government agencies such as the Department of Trade and Industry (DTI), Department of Agriculture (DA), Department of Agrarian Reform (DAR) and the Department of Environment and Natural Resources (DENR).

A locally-funded national e-government project, the term BaLinkBayan is a play on the Filipino words Balikbayan (returning migrant), balik (return), bayan (country) and the English word “link,” that refers to the World Wide Web. As a portal for diaspora engagement, it seeks to bring together 10.24 million Filipinos in the diaspora into an integrated and comprehensive platform that taps into their knowledge, expertise, skills, networks, material and financial resources to contribute to the development of the Philippines.

Background and Problem

Arising from the provisions on migration and development detailed in the Philippine Development Plan (PDP) 2011-2016 to ensure better services for overseas Filipinos for the country’s pursuit of inclusive and sustainable growth, the BaLinkBayan portal responds to the need for diaspora-driven development, especially given the opportunity presented by the steady inflow of remittances and the increased international trust in the Philippines as an investment destination. This allows overseas Filipinos, whose remittances constitute almost 10% of the Philippines’ annual GDP, to serve as catalysts not just for the continued development of the Philippine economy, but for improvements in the quality of life of Filipinos, especially the poor and disadvantaged.

Solution and Impact

By providing direct access to five key interventions of the D2D program implemented by CFO, BaLinkBayan provides a platform for overseas Filipinos to become partners with local communities and contribute to the achievement of their goals. The five interventions accessible through BaLinkBayan are the Alay Dunong or Brain Gain program, the BalikTuro or Education Exchange program, Diaspora Investment, Diaspora Philanthropy or Lingkod sa Kapwa Pilipino (LINKAPIL), and Medical Mission Coordination.

Users of the BaLinkBayan portal will be able to contribute to any of these five interventions by accessing the site’s features. The Start a Business page allows users to create their own business or invest in local enterprises, while the Donate and Volunteer page gives access to opportunities for the sharing of knowledge, skills, or resources. The View Interactive Maps provides information on local products, business opportunities, and needs, identifying opportunities for users to help and contribute to the development of any area in the country. Finally, the Access Government Online Services page links users to national government agencies and their services.

Milestones

  1. Increased awareness on Migration and Development by Local Government Units (LGUs), migrants and their families left behind

The LGUs were provided technical assistance and modest support towards the establishment of Migrant Resource Centers, migrant helpdesks, council or similar body that would cater specifically to the needs of overseas Filipinos and their families left behind. LGUs were also trained to conduct seminars, trainings and workshops aimed at empowering and supporting the families of migrants. In conjunction with other existing programs of CFO, these duty bearers were capacitated to include migration in their local investment and development plans using BaLinkBayan as a possible platform.

Filipino migrants are also informed of opportunities where they can contribute back to the country, specifically but not limited to their hometown. Aside from giving donations, evidence of a deeper and stronger engagement with the Philippines through the portal are still being assessed such as investment activities, long term skills transfer programs, and the like.

  1. Fostered transparent and efficient transfer of diaspora philanthropy through its ‘Donate and Volunteer’ feature

By incorporating the online system of CFO’s LINKAPIL Program in the BaLinkBayan website, overseas Filipinos are provided with an easy, transparent and efficient mechanism for the transfer of various forms of resources to support small-scale, high-impact projects that address the country’s social and economic development needs. Donors are encouraged to extend help strategically on a needs-basis through the use of available references (e.g. maps/profiles).

  1. Created synergies through partnerships and cooperation

Given the local dimension of migration, BaLinkBayan forged partnerships with twelve (12) national government agencies, twelve (12) LGUs and thirty seven (37) Philippine Embassies and Consulates. These partnerships ensure that the project and its partners effectively collaborate and cooperate in providing opportunities and engagement for overseas Filipinos, especially in the areas of diaspora investment and philanthropy, medical missions, volunteer work, educational exchanges and technology transfers are offered.

  1. Capacitated local governments through knowledge management

In order to fully integrate BaLinkBayan to partner LGUs, project point-persons and relevant stakeholders, information and communications technology training (ICT) were conducted. Prior to this, a synchronization training was also conducted for all project programmers to ensure provision of effective ICT infrastructure. Project managers and officers also underwent social media training and coaching to properly promote BaLinkBayan in social media which are necessary to increase engagement that will later on translate to the achievement of desired results of the project.

 Testimonials

  • “An OFW need not send money to their families or relatives in the Philippines to pay for their taxes, but instead pay online by using their credit card or debit card. They can just go online by using their foreign credit VISA card or debit card. This is the non-face-to-face payment of the real property taxes (RPT) without having to go to the cashier or municipal treasurer’s office, but instead just log-in to the internet.” –Development Bank of the Philippines
  • “The CFO made a one-stop portal to help workers abroad in equipping themselves with proper information about making a sustainable source of income in the country. The BaLinkBayan online portal offers education for OFWs about the important concepts in business such as investment, philanthropy, entrepreneurship, and volunteerism.”  –ANC, On The Money
  • “The LGU is also committed to serve the general public including the overseas Filipinos with the BaLinkBayan website as a vehicle to establish linkages and strengthen ties between the City of Masbate and the Overseas Filipinos.” –Masbate City LGU
  • “…CFO and the Provincial Government of Pangasinan aim towards the full development of OFW and their families, it is seen that the BaLinkBayan is an effective way to achieve the goals of the Provincial Government to effect full development for OFWs, their families and their community.” –Pangasinan Provincial Government
  • “…with more that twelve (12) thousand OFWs, excluding migrants which are unaccounted, the implementation of the program “BaLinkBayan: Overseas Filipinos One Line Portal for Diaspora Engagement” would be of great help to the migrants, OFWs and their families since this will help in the installation of the data base as well as implement programs and services for the OFWs and Migrants.” –Antique Provincial Government
  • “With this project, we can be assured that online communications are maintained and made readily available for OFWs.” — Alexander A. Padilla, former PhilHealth President and CEO

In the continuing thrust towards electronic paperless transactions, the GSIS launched the enhanced eBCS. The eBCS is a system that enabled remitting agencies to download billing files and upload electronic remittance files (ERFs) using a web-based application developed by the GSIS. The new version of the eBCS took off from the previous compact disks that contained the premium and loan amortizations due from government employees, which were delivered to and viewed/uploaded by remitting agencies in their personal computers as the basis for payment.

The primary online interface of the eBCS which can be accessed at www.ebcs.gsis.gov.ph

Background and Problem

The GSIS and its billing and collection systems play a pivotal role in maintaining the actuarial solvency and sustainability of the pension fund.  This role need not be underscored considering that the lifeblood of any insurance company, for that matter, are premiums, where the correct and timely receipt of which is the foremost objective of any billing and collection system. With about 1.6 million members, the volume of transactions of each member of GSIS (i.e. from premium payments to life insurances and various loans) easily generates ten million lines per month. With such volume of records, it is no wonder that updating and reconciliation of members’ records is a painstaking task for both GSIS and government agencies. It may also be recalled that in 2003, GSIS suspended its loan transactions and launched a massive cleansing and updating of its membership database. It was then discovered that while GSIS only has 1.4 million members that time, the database maintained 2.4 million. The database was in such disarray that it reflected 58 percent higher membership coverage due to numerous duplicate and excess records.

Solution and Impact

The GSIS, in its aim to reaffirm its commitment to provide the most responsive service to its 1.6 million members, has carried out the implementation of eBCS. With this streamlined and efficient process, timely receipt of billing, coupled with prompt remittance of agency payments, was attained; as well as updating records and immediate posting of payments where members are assured of an updated database resulting in accurate computations of their claims and benefits. The project also paved way in empowering the members and agency partners to participate in the evolution of GSIS towards establishing an institutional culture of excellence.

Undoubtedly, the roll-out of the eBCS made the job of authorized officers in 7,951 remitting agencies a lot easier and faster.  With eBCS, finance and remittance officers can easily determine discrepancies between billing and remittance due for the month; validate and correct errors prior to the confirmation of payment resulting in a more accurate member and claim records of their employees; and conduct online billing search, generate reports, and utilize a mechanism that allows immediate feedback to and from the GSIS.

Milestones

With a centralized membership database, the eBCS was implemented organization-wide (i.e. in the Head Office and in all of its 54 branches/satellite offices). The adoption of the eBCS is also in line with the Expanded Modified Direct Payment Scheme (ExMDPS) of the Department of Budget and Management that adopts uniform payment procedures in the settlement of bills to all creditors and payees of the National Government Agencies, including GSIS. Finance and remittance officers of government agencies were introduced into the first generation eBCS (using diskettes) as early as 2009. To gain expertise and proficiency with the enhanced system, continuing trainings and re-trainings were conducted nationwide on the use of the facilities provided by the new eBCS. As of August 12, 2015, a total of 6,391 or 99.70 percent of the remitting agencies that have access to the eBCS utilized the eBCS. The 20 percent remaining agencies that have no access to eBCS have yet to comply with the GSIS specification on requiring designated remittance officers to be permanent employees of the agency, with a salary grade of 12 and above.

The LGU of Carmona, through its Information Technology (IT) Unit, initiated the development and implementation of the Electronic Business Permit and Licensing System (eBPLS) which offers end-users with innovative features to make the business permit process more accurate and speedy. The system introduces a systematic approach to streamline the business permit and licensing process of the LGU.

Background and Problem

The LGU envisions to be a premier investment hub in the province of Cavite, with ecologically balanced community and fast growing economy steered by empowered citizenry and dynamic leadership. However, a number of complaints were received by the LGU in terms of business permit and licensing service because of its slow processing and release which tends to decrease clients’ satisfaction and eventually impact economic growth within the locality. Inefficiency in delivering the said service was also rampant in other cities which led to the simple automation established through the Business One-Stop-Shop (BOSS) mandated by the national government to LGUs.

Solution and Impact

From a simple automation process, the LGU makes use of its IT Unit to realize the impact of integrating information and communications technology to the daily operations of the LGU. The eBPLS has become a useful tool to support the LGU’s effective management of information in terms of speedy knowledge processing to achieve organizational objectives. It greatly contributed to the improved performance and competitiveness of the LGU’s business permit and licensing process. The unique features of the system, such as the assignment of unique code to business permit for tracking purposes and the generation of customized reports, make information management efficient and effective. Through eBPLS, time and effort in business registration and renewal was trimmed down. The improved process brought about positive change to the performance of service personnel which created a positive image to the LGU as a whole in terms of service delivery and transparency. More than 2,000 business establishments as of 2015 benefitted from the convenient processing of business permit registration and renewal.

Milestones

The eBPLS was used as a tool to improve the business permit and licensing process of BOSS. The system was introduced to end-users prior to installation for consultation and test of user-friendliness. BOSS front line personnel were provided with capacity-building trainings to become reliable and competent users of the system. Aside from the positive feedback and commendation earned from satisfied clients, the effective implementation of the eBPLS has garnered awards such as Most Business-Friendly Municipality in the Philippines – Hall of Fame Award (2009, 2010, and 2011), eGov4MD Award, 4th Most Competitive Municipality in the Philippines (2014), and Best in eGov Business Empowerment Award (3rd Place).

Carmona has also become a Lakbay-Aral destination of LGUs, academe, and various international groups for benchmarking. The LGU became a model LGU to local governments who wants to embrace the positive results of the practice.

The project analyzed BMC’s challenge on overstaying patients, and proposed and installed systems and operational innovations to help alleviate this problem and improve the discharge process of the Center. Eventually, this should lead to the provision of improved quality of patient care services.

Background and Problem

One major challenge in the Philippine health sector is broadening access to appropriate and adequate health facilities for the poor and the marginalized sectors of the society. But with the institutionalization of the Department of Health Facility Enhancement Program (DOH-FEP) , quality and affordable health care will be assured and be available to everyone. As a DOH-retained hospital, the BMC is mandated to provide high quality health care services to all patients requiring hospitalization. The current BMC administration has already installed programs to continuously upgrade its quality of health services. However, one problem has persistently encumbered the hospital with increasing economic costs, leading to the diminution of the quality of service to the people. This is the case of overstaying patients.

Solution and Impact

A system-level approach in designing and implementing innovations in specific stages of the discharge process was utilized to reduce the incidence of overstaying. A higher level of inter-organizational communication and coordination was integrated in the discharge process as well as the strategies adopted from other health institutions to address the overstaying problem. The project was implemented in three phases. Phase 1 is the assessment phase, where the status of the hospital was analyzed, and its key needs and concerns were identified. The second phase is the implementation and interventions designed to reduce the incidence of overstaying patients through an integrated discharge system. The third is composed of activities to monitor and evaluate the operations of the discharge process and identify specific areas for improvement. At the onset, the impact of the improved discharge process on overstaying days from June to August 2014 did not present a clear trend.

However, the average number of overstaying days showed a decreasing trend of about 10.5 percent between June to July, and July to August, or an overall reduction of 19.9 percent from June to August of 2014. This is validated by the August 2013 and August 2014 data, which also showed an 8 percent decrease of the average number of overstaying days. The cross-departmental coordination needs of the system require changes in long-standing procedures and practices, the probable reason for the lack of immediate and substantial effects. Nonetheless, the statistical results already showed evidence of fledgling successes even after only a few weeks of interventions. Figures on patient satisfaction of services and personnel showed an initial negative movement from the period of April to June, and June to July.

This, however, improved from July to August as a sign of a more effective discharge system slowly being felt. The assessment of factors for overstaying showed that about two-thirds of the cases are due to the lack of patients’ capacity to promptly settle their accounts. This socio- economic issue is being addressed by an information campaign on estimating hospital expenses and financial aid availment. The internal discharge processes are also noted to have minimal effects on overstaying. This reveals a likelihood that the streamlining is already reducing the procedural bottlenecks.

The early successes can be mainly attributed to the strong support extended by the BMC management, and the active coordination and engagement of stakeholders – both within the organizational structure of the hospital, and from external entities.

Milestones

The major deliverables of the project are: (1) the design and installation of an integrated discharge process from access to discharge of patients; (2) the adoption of a patient classification system as to the type of discharge planning; (3) the computerization of the discharge system; and (4) improving customer satisfaction levels. The system was installed in the Obstetrics-Gynecology Department. To monitor changes in the incidence of overstaying, the number of patients who stay beyond what is necessary and the number of days of overstaying was measured.

A longer time frame to track changes, more focused monitoring and assessments, a more comprehensive database, and programs for behavior and attitude modification for the staff may be required for the new system to manifest significant improvements in the satisfaction levels of patients and watchers. To ensure the effectiveness of the integrated discharge process, a continual quality improvement had been implemented to all clinical areas of the Bicol Medical Center. At the start of the conceptualization of the project in 2014, only 54.9 percent of patients were discharged within 24 hours considering the limited number of patients registered in the discharge process.

By 2015, 70.8 percent were discharged within 24 hours. On the succeeding year, 86.8 percent were discharged within 24 hours. At present from January to August, 2017, 91.5 percent were discharge within 24 hours. The result of the data monitoring from 2014 to present shows a progressive improvement on discharges of patients. The strict implementation of the integrated discharge process contributed to the enrichment of other systems in the hospital such as the IHOMIS (Integrated Hospital Operation Management Information System) where all the data of the patient were captured from admission to discharge.

The prompt processing of PhilHealth requirements helped the indigent patients (classified as NBB or no balance billing patients) to be enrolled to point of care PHIC services and the provision of the medical assistance program. The billing section promptly provides the patients’ bill in all clinical areas to ensure early discharges of patients. At present, BMC started an online prescription where all patient needs for medication where automated to ensure that they will be treated immediately, thereby facilitating speedy discharge. The institutionalization of the integrated discharge process has indeed made a great impact on the provision of quality care to the patients of Bicol Medical Center. It did not only improve patient satisfaction but also the enhancement of the different systems and processes of the organization, and made a vast amount of savings amounting to 12 million pesos from 2015 to present.

Note: This initiative is based on the Public Management Development Program (PMDP) Re-Entry Plan of Ms. Wilhelmina C. De Castro of the PMDP Middle Manager Class Batch 4 (Bato-Balani).

The MMDA Traffic Navigator (TNAV) is a multi-platform program that provides users with updated data on Metro Manila traffic conditions and almost real-time reports on incidents happening on the road. Available either on the web or in mobile app form, the program indicates whether traffic on selected major thoroughfares is light, moderate, or heavy, as presented in either a System, Line, or Map view of Metro Manila.

Background and Problem

Metro Manila has one of the worst traffic situations in any major city in the world, with over 2,000,000 registered vehicles and a vehicle density higher than that of Singapore or Tokyo. This is compounded by limitations in the availability, scope, reliability, and safety of public transportation in the city, with the three main rail lines (LRT-1, LRT-2, and MRT-3) consistently overworked and often breaking down, buses regularly cited as overloaded and breaking traffic laws, and high rates of commute-related crimes. The traffic situation has even led to the forecast that Metro Manila may become uninhabitable in the near future.

Solution and Impact

Though not providing a direct solution to traffic, the MMDA TNAV allows users to make informed decisions on how and when to traverse Metro Manila’s roads, especially at peak hours. The system relies primarily on the MMDA closed circuit televisions (CCTVs) to get the traffic situation in an area and, secondarily, by reports sent in by traffic enforcers in the field, especially in areas where there are no surveillance cameras. To date, four apps have been launched in line with MMDA TNAV. The first two applications, MMDA for Android and MMDA for iOS, enable users to view the traffic situation of major Metro Manila roads such as Epifanio de los Santos Avenue (EDSA), Commonwealth Avenue, Quezon Avenue, España Road, Circumferential Road No. 5 (C-5), Ortigas Avenue, Marcos Highway, Roxas Boulevard, and South Luzon Expressway (SLEX). The Navigator does not require Global Positioning System (GPS) for accurate data—users only need an Internet connection to access it.

Two other apps, MMDA Accident Alerts and MMDA Road User Assistance, provide more focused services to road users. The former provides updates on accidents in Metro Manila, allowing users to anticipate the congestion and detours that result from such accidents. MMDA Road User Assistance, on the other hand, allows those requiring MMDA assistance to request help to address their own possible road mishaps.

Beyond these mobile apps, MMDA now also has a dedicated website for the TNAV, in conjunction with the TV5 news platform Interaksyon. The traffic information is updated every 10-15 minutes and can be viewed in three ways: system view, line view and Google map. The website also provides direct updates to other media outlets, allowing radio and television stations to accurately report road conditions to their listeners and viewers. A dedicated Traffic Mirror website has also been launched, which allows users to access direct real-time video feeds of key junctions in Metro Manila.

Through the innovation, motorists and commuters are now empowered to avoid heavily congested roads and make informed decisions on where to pass to get to their final destination. It is also a useful tool for the public to plan their trips accordingly and to save fuel and time. Delays on the movement and turnover of goods for consumption and/or production purposes can also be avoided. More number of trips for public transport, delivery trucks, and shuttle services can also be catered.

Milestones

Within the same year of its launching, the TNAV already bagged two awards namely the Bronze Boomerang for Innovation and the IT product of the Year, from the Internet and Mobile Marketing Association of the Philippines and the Cyberpress, also known as the IT Journalists Association of the Philippines, respectively. The following year, the innovation was recognized as the 2012 Best Design under the Interactive category bestowed by the Adobo Magazine. To date, the number of downloads of the app has reached over 1.2 million for both Android and iOS platforms, accounting for more than 20,000 daily users. After the successful implementation of the TNAV, MMDA created a team who is on duty 24/7 at the agency’s Command and Communications Center (Metrobase). The team operates and maintains the digitized traffic information database.

Testimonials

“A must-have and noteworthy app that can help any public transport commuter or private vehicle driver slip through Metro Manila traffic.” – Tech in Asia   “MMDA Traffic Navigator FTW! A really good start and a good way to catch up with the times and employ some really usable online services.” – YugaTech   “It is the first Philippine government agency mobile application. It allows you to view Metro Manila’s traffic situation in an easy to use and convenient app.” – TopGear

The PHC Performance Governance System’s (PGS) main goal is to bring the hospital strategy down to the employees in all services, encouraging each one to contribute to the realization of the goals as set in PHC’s 26 balanced scorecard measures. With PGS, compliance to lead measures are monitored daily and the effect on breakthrough results are monitored weekly.   

Background and Problem

The PHC was conceived and continues to function as a specialty hospital for heart surgery and cardiovascular interventions. However, the many challenges in cardiovascular care delivery convinced the PHC leadership and its executive committee to refresh the governance charter and adapt a clear strategic plan which will provide a roadmap and guide for future program direction, sensitive to the ever changing healthcare environment. Such roadmap can remain consistent despite the series of management change to ensure that the development of new programs are still aligned with the PHC mission as well as any future directions from the Philippine Department of Health.

Solution and Impact The PHC-PGS, focusing on individual compliance from employees in all services to unit breakthroughs, has maintained overall outstanding performance (133% accomplishment).  By the innate nature wherein each unit has a scoreboard to which compliance is noted per employee per division, PGS becomes innovative. Now, performance is not based on the usual attendance and routine office work but by the duty in which the office has been created, where performance is monitored against fixed and defined measures and targets. While most hospitals would have a quality assessment management office, up to this writing, only PHC as a Government-Owned and –Controlled Corporation and after 40 years of existence, has adopted the PGS. Each employee has now a conscious effort on how to contribute to the attainment of unit lead measures for hospital breakthrough targets on excellent healthcare delivery for all. PHC-PGS won the Excellence Award of the Hospital Management Asia last August 2013. It also received the Silver Trailblazer Award after an oral revalida last 2015. Because of the PGS process, validated by an external audit, PHC received a citation as an “Island of Good Governance” during the Asia-Pacific Economic Cooperation (APEC) Summit last November, 2015.

Milestones

Rapid cascading sessions were conducted for all departments. All units drafted their 2nd level breakthrough targets and lead measures. Each of the scoreboards were plotted to directly or indirectly affect the 26 measures in the Balanced Scorecard on the following perspectives:  (1) social impact, (2) people empowerment, (3) internal process, and (4) organization and fund resources.  Last July 2013, a hospital-wide Unit Scoreboard Launching was conducted. Weekly breakthrough meetings are conducted eventually and the Office of Strategy Management (OSM) monitored the results. Commitments to improve breakthrough results are done immediately during the meetings when the target is not attained and each individual commits to attain the unit goal.

By the end of December 2013, 81 percent of the units had winning scoreboards, with more than 100 percent accomplishment; while 14 percent have at least 90 percent accomplishment. From 2014 to 2015, all units have drafted their scoreboards, with an increase of 5 to 10 percent breakthrough targets per year. All the strategic units have functional cascading frameworks. Second-level scoreboards were validated from the three services– Medical, Nursing, and Administrative. Copies of third-level dashboards/ scoreboards of each department are submitted to the OSM. Presence of individual scorecards are also noted per division and submitted bi-annually to the human resource department. Institutional monitoring of the balanced scorecard is done quarterly.

The project developed a mobile application as an enhanced dissemination service for prices of agri-food commodities in response to the changing technology that requires instant access to data. In the course of developing the mobile application, the title “Presyo sa Palengke” (PsP) mobile app has been coined.

Background and Problem

The enhancement of the data system for prices is a continuing concern of the PSA. The agency has to respond to the demand of clients and stakeholders for a more timely release of price data. This underscores the critical role of the mode of data delivery. Thus, the PSA has to continue to find ways that are easy to use, dynamic, and interactive to improve its delivery systems. Effective and efficient data delivery is crucial in the data system for prices of agri-food commodities. The old or traditional system in generating and disseminating prices has to be enhanced using the state of the art technology that is currently available.

Solution and Impact

The project devised a framework for the development of a prototype mobile application. It has three (3) major components. First, database transformation application should be developed to serve as a web interface between the source database and the mobile app. Another component is the consultation features where the objective is to get inputs from stakeholders regarding the elements and sustainability of an application. The third component is the mobile application development. The mobile application was developed initially as a web app using existing web technologies and packaged as a hybrid app using PhoneGap software.

The mobile app as the main output enhances the data delivery of retail prices of agri-food commodities which enables clients and stakeholders to monitor price trends wherever and whenever by using mobile devices with Internet connection.

Milestones

In solving this issue about the functionality of the system and its database, it brought forth the development of a price database, a data capture and processing system, web-services, and a fully operational mobile app. In addition, users’ manuals and system documentation have been prepared for future reference.

The PsP mobile app is undeniably a useful tool for clients and stakeholders. To ensure its sustainability, a reliable data capture system for prices should be developed. The continuous enhancement of the app is necessary. A continuing advocacy on the use of the PsP is also important. Furthermore, upgrades to its hardware and network components and a backup system are essential.

Note: This initiative is based on the Public Management Development Program (PMDP) Re-Entry Plan of Mr. Jing B. Jalisan of the PMDP Middle Manager Class Batch 10 (Binhi).