Category: e-Government

Overview

The experience of Puerto Princesa City Jail highlights the main challenge of limited access to education and skills training for persons deprived of liberty (PDLs). The lack of resources and infrastructure hindered the PDLs’ ability to acquire knowledge and improve their chances of successful reintegration into society. To address this challenge, the city jail implemented the Technology for Education, Employment, Entrepreneurs, and Economic Development (Tech4ED) Project. By providing a digital learning platform with various educational modules and vocational courses, PDLs are able to learn new skills and acquire certifications, which enhance their employability upon release. The Tech4Ed program empowers PDLs with education and training opportunities that positively impact their lives and increase their chances of rehabilitation.

Challenge

Puerto Princesa City Jail’s Tech4Ed e-Services aims to tackle not only the limited access to education and skills training but also the availability of various services for PDLs. Persons deprived of liberty often face barriers of acquiring knowledge, developing skills, and accessing essential services. The Tech4Ed program aims to overcome these challenges by providing a comprehensive digital platform that offers a range of services to PDLs.

In addition to educational modules and vocational courses, Tech4Ed e-Services also provide access to health information, legal aid resources, livelihood training, and communication facilities for connecting with their families. By leveraging technology, PDLs can access a wide array of resources and support, enabling them to improve their well-being, acquire new skills, and enhance their chances of successful reintegration into society.

By addressing the challenge of limited access to education and a lack of essential services, Tech4Ed e-Services contribute to the holistic development and rehabilitation of PDLs. It empowers them with valuable knowledge, practical skills, and necessary support systems, ultimately increasing their chances of rehabilitation and reducing the likelihood of recidivism. Moreover, by equipping PDLs with the tools they need to succeed, the program aligns with the broader goal of a citizen-centered public sector and creating a more inclusive and resilient society.

Solutions

The Puerto Princesa City Jail Tech4Ed e-Services address the challenge of limited access to education, skills training, and essential services for PDLs in several innovative ways. The program leverages technology to provide a comprehensive digital platform that offers a range of services, empowering PDLs with the necessary tools for personal growth, rehabilitation, and successful reintegration into society.

Tech4Ed’s Classification of Content and Learning Materials

Here are the key features of this program:

  • Digital Platform: The Tech4Ed e-Services utilize the Department of Information and Communication Technology or DICT’s digital platform, which serves as the hub for accessing educational modules, vocational courses, health information, legal aid resources, and livelihood training materials. The platform, aligned with DICT’s mandate and vision for ICT development, provides a shared facility for eGovernment services, ICT-enabled services, and relevant content. It leverages technology to deliver content in a convenient and accessible manner, enabling PDLs to acquire knowledge and skills at their own pace. JO3 Peter M Tumanon highlights the importance of the Tech4ED program in providing education and training for PDLs.
  • Learning and Skills Development: One of the key features, E-Learning/Webinars, has opened up a world of knowledge and growth for the PDLs. It offers access to Alternative Learning System (ALS) classes, skills training, and a wide range of downloaded educational clips. This platform enables the PDLs to engage in continuous learning, acquire new skills, and broaden their horizons, all within the confines of the correctional facility. In addition to educational opportunities, the Tech4Ed e-Services have also paved the way for the promotion of livelihood products through the E-Livelihood feature. This innovative component supports the entrepreneurial endeavors of the PDLs by facilitating live selling and promoting their products through dedicated Facebook posts. By harnessing the power of social media and e-commerce, the platform allows PDLs to showcase their talents, skills, and handmade goods to a wider audience. This not only provides them with a source of income but also instills a sense of pride and accomplishment. As Livelihood Program Officer JO1 Kenneth L Fortusa describes, the Tech4ED program helped in the promotion of the products of the PDLs through social media.
  • Communication and Connectivity: Through the innovative feature called E-Dalaw, a virtual visitation platform, prisoners can now connect with their families and loved ones via video calls. This technology has bridged the physical gap, bringing a sense of warmth and support to those incarcerated. Manika, a 34-year-old PDL, is thankful for this feature of the program as it allows them to connect to their families. Moreover, E-Worship has become a beacon of hope for the PDLs’ spiritual well-being. Through recorded live sessions or Facebook broadcasts, they can actively participate in religious activities, finding solace and strength in their faith. This feature has not only nurtured their spiritual connection but has also provided a sense of belonging to a larger community. In times of mourning, when the loss of a loved one weighs heavily on the hearts of the prisoners, E-Burol, also known as Cyber Burol, offers a unique opportunity for closure. Through this feature, PDLs can view the remains of their departed family members online, paying their respects and finding solace in the grieving process. This digital platform has provided a compassionate way for PDLs to say their final goodbyes and find support during times of mourning.
  • Legal and Judicial Services: E-Hearing has transformed the way court hearings are conducted for prisoners. Through the utilization of video conferencing technology, PDLs can now attend their court hearings remotely, eliminating the need for physical transportation and reducing logistical challenges. This innovative approach not only saves time and resources but also ensures that legal proceedings can proceed without unnecessary delays. In addition to E-Hearing, the Tech4Ed e-Services also provide a crucial resource for legal support through the E-Legal Consultation feature. This feature enables PDLs and their legal counsel to stay updated on the status of their cases and access legal information. Glen, a 49-year-old PDL, shares his experience with e-hearings. It provides dedicated time for discussions, clarifications, and guidance, ensuring that PDLs are well-informed about their rights and legal options. By facilitating access to legal support, the Tech4Ed e-Services empower the PDLs to navigate the legal system effectively and make informed decisions.
  • Healthcare and Well-being: The implementation of E-Medicine within the Tech4Ed e-Services has had a profound impact on the overall health and well-being of PDLs. By providing access to medical consultations, the program enables early detection and management of health issues, contributes to preventive care, and supports ongoing treatment for chronic conditions. The convenience and timeliness of telemedicine consultations reduce the need for physical transportation to healthcare facilities and minimize potential risks associated with in-person visits. Moreover, it allows PDLs to receive medical advice and prescriptions, ensuring continuity of care. The E-Community Service program recognizes the importance of maintaining connections and strengthening bonds between PDLs and their families, even during their time of confinement. By organizing gift-giving events, Jail Officers aim to bring joy and support to the families of PDLs, creating a positive impact within the community. These acts of kindness and generosity not only provide tangible assistance but also serve as a symbol of empathy and care, reminding the families that they are not alone in their journey.
  • Monitoring and Evaluation Tools: The Tech4Ed e-Services utilize monitoring and evaluation tools such as the TCMS v1.5 (Client/Server App and Web Portal), ODK Tool (Android-based M&E App), and Center Monitoring Database (Online Data Sheet). These tools facilitate the tracking of progress, performance, and impact of the program, allowing for data-driven decision-making and continuous improvement.

The proponents of Puerto Princesa City Jail Tech4Ed e-Services successfully implemented their project by following key steps:

  • Conducted a comprehensive needs assessment: The proponents conducted a thorough evaluation of the education, skills training, healthcare, legal aid, and livelihood needs of the PDLs in Puerto Princesa City Jail. This assessment helped identify the specific areas where the Tech4Ed e-Services could make a meaningful impact.
  • Established partnerships: The proponents forged partnerships with various stakeholders, such as educational institutions, healthcare providers, legal aid organizations, and industry experts. These partnerships allowed them to access additional resources, expertise, and support necessary for the successful implementation of the Tech4Ed e-Services. This collaborative approach promotes knowledge sharing, resource pooling, and a holistic approach to addressing the challenges faced by PDLs.
  • Monitored and evaluated the program: The proponents implemented a monitoring and evaluation system to assess the effectiveness and impact of the Tech4Ed e-Services. They collected feedback from PDLs, tracked their progress, and analyzed the outcomes to make necessary improvements and adjustments to the program.
  • Expanded access and sustainability: As the project progressed, the proponents worked on expanding access to the Tech4Ed e-Services, ensuring that more PDLs could benefit from the platform. The program provides livelihood training, equipping PDLs with skills and knowledge related to entrepreneurship and income-generating activities. This feature empowers PDLs to explore economic opportunities and prepares them for a successful transition into the workforce upon release. They also explored strategies for long-term project sustainability, including securing funding, engaging with local authorities, and promoting the program’s value and impact. According to JO1 George Michael B Cagas, paralegal and human rights action officer, their goal is to prepare PDLs for their reintegration into society.

The innovative nature of Tech4Ed e-Services lies in its holistic approach, combining education, health, legal aid, and livelihood training into a single digital platform. By consolidating these services, the program maximizes efficiency and accessibility, making it easier for PDLs to access the resources they need for personal and professional development. The integration of technology also enables scalability and reach, ensuring that a larger number of PDLs can benefit from the program.

Productivity Gains, Outcomes, and Impact

By providing PDLs with access to a digital learning platform, the jail has effectively utilized available resources to enhance educational and skills training opportunities. This has led to increased engagement and constructive use of time by PDLs, fostering a more disciplined and purpose-driven environment within the correctional facility. The provision of education and vocational training has also contributed to the successful rehabilitation and reintegration of PDLs, reducing the likelihood of recidivism and creating safer communities.

Furthermore, the positive impacts of the Tech4Ed e-Services extend beyond the jail’s premises. By equipping PDLs with education and skills, the intervention has enhanced their employability, positively impacting their families and reducing reliance on social support systems. The intervention aligns with the broader goals of public sector productivity, as it promotes the efficient use of public funds to deliver services that improve the quality of life for citizens.

The Tech4Ed e-Services initiative demonstrates innovative and effective use of information and communication technology (ICT) to address the productivity challenge of limited access to education and skills training in the public sector. By leveraging ICT-enabled learning modules and vocational courses, the intervention optimizes resource utilization and enhances service delivery. The digital learning platform also facilitates monitoring and evaluation of the program’s impact, enabling data-driven decision-making and continuous improvement.

According to available data, since 2019, there have been 145 PDL and ALS students who have participated in the Digital Literacy Program. Additionally, there have been a total of 1,970 E-Dalaw sessions conducted from 2019 to the present. The E-Hearing feature has benefited 2,586 PDLs since 2020, ensuring timely and efficient court hearings. Other Tech4Ed features have also made a significant impact, with 1,845 PDL beneficiaries accessing legal consultations, 250 PDL beneficiaries participating in probation interviews, and various cultural, sports, seminar, and webinar activities benefiting a significant number of PDLs and personnel. The online activities related to medical and mental health, cyber burol/libing, interfaith activities, and skills training have reached hundreds of PDLs and personnel, with 670, 50, 1,380, and 1,020 beneficiaries, respectively.

These numbers highlight the reach and effectiveness of the Tech4Ed e-Services in providing comprehensive support to PDLs and promoting their successful rehabilitation and reintegration into society. The utilization of technology has proven instrumental in overcoming barriers and creating opportunities for personal and professional growth within the correctional facility. The data reflects the positive outcomes and the transformative impact of the Tech4Ed initiative, reinforcing its role in equipping PDLs with the necessary skills and knowledge for a brighter future. J/C Insp Darwin I. Motilla shares his insights on how the Tech4Ed Program improves the quality of the life of PDLs:

Lessons Learned/Challenges in Implementing the Intervention

The implementation of Puerto Princesa City Jail’s Tech4Ed e-Services has provided valuable lessons and identified potential areas of improvement. These insights can guide future endeavors and enhance the effectiveness of similar initiatives. One significant lesson learned is the importance of addressing infrastructure challenges. Limited access to computers, internet connectivity, and technological resources posed obstacles to the smooth operation of the Tech4Ed e-Services. To overcome this, it is crucial to invest in and upgrade the correctional facility’s technological capabilities, ensuring sufficient infrastructure to support the initiative. JO1 Arjay H Aguda states the current challenges and future plans of the Tech4Ed Program.

Another lesson is the need for comprehensive training and capacity building. Enhancing digital literacy skills among PDLs and staff, improving center management capabilities, and providing technical proficiency training can significantly improve the efficiency and impact of the Tech4Ed e-Services. Continuous training programs are essential to maximize the benefits of the digital learning platform and other services provided.

Sustainable funding emerged as a critical area of improvement. To sustain and expand the Tech4Ed e-Services, reliable and long-term funding sources must be identified. Exploring partnerships with government agencies, non-governmental organizations, or private entities, and integrating the initiative into broader funding strategies can ensure its continued operation and growth.

Monitoring and evaluation play a vital role in understanding the program’s progress and impact. Establishing a robust monitoring and evaluation framework, including regular assessments of outcomes, the effectiveness of training programs, and feedback from PDLs and staff, can provide valuable insights for making adjustments and improvements.

Resources

Sugay, J. J. (2023, January 13). Tech4Ed Champions sa rehiyon, kinilala. Ugnayan ng DICT at mga stakeholders, higit na palalakasin. Philippine Information Agency. https://pia.gov.ph/news/2023/01/13/tech4ed-champions-sa-rehiyon-kinilala-ugnayan-ng-dict-at-mga-stakeholders-higit-na-palalakasin

Taboada, J. J. (2020, March 16). Jail visits replaced by supervised video conferencing among PDLs. Palawan News. https://palawan-news.com/jail-visits-replaced-by-supervised-video-conferencing-among-inmates/

Overview

The National Wages and Productivity Commission (NWPC) is using advanced technologies to educate more workers and businesses regarding the incentives, labor standards, and work practices which affect productivity and wages. The use of online platforms and new technologies is helping NWPC reach more of their stakeholders.

The digitization of learning sessions has helped in disseminating information on labor, wages, and productivity. From having face-to-face learning sessions before the pandemic, NWPC managed to adapt to modern processes by conducting online training sessions for a more productive and efficient mode of learning. Digital learning sessions were more accessible and productive through this innovative practice.

Challenge

The NWPC used to have difficulty in ensuring the sustainability of conducting online sessions and adjusting to new technologies. Intermittent internet connection, lack of technical assistance, and outdated technology significantly impacted learning. The lack of access to tools and technology made it difficult for users to attain a more effortless learning operation. The clients experienced long queues and tedious form processing, which resulted in a limited number of participants. Resource inefficiency was one of the main problems in sustaining a practical learning session.

Solution

To solve the challenge of effectively and efficiently delivering sessions, NWPC modernized their learning systems while sustaining their advocacy to help workers. Social platforms and redesigned modules allowed the department to create a smooth process and accessible learning platforms.

Transitioning to online delivery of sessions helped NWPC do more with less. Resource efficiency was attained through better connection and allocation of funds. The registration and evaluation process became more accessible and the office gained broader engagement. The use of online platforms like Zoom significantly improved, gaining wider client reach and enhancing advocacy activities.

Productivity Gains, Outcomes, and Impact

This productivity good practice of NWPC has resulted in positive outcomes and productive measures. The transition from face-to-face to online modality made this practice accessible to a wider client reach and ensured safer learning conduct. This practice significantly resulted in improved learning sessions, more efficient resources and developed modified learning materials. As a way forward, NWPC helped to enhance the client experience and expanded advocacy activities.

The webinar modules were redesigned to fit the practices and facilitate the transition to the new normal. The transition to online learning resulted in more organizational opportunities like an increased number of clients and satisfaction. The access and collection of data improved due to the revamped registration and evaluation forms which made the client feedback more successful. Through the innovation of the learning process, the advocacies gained more promotions and exposure in different digital platforms. Through the digital transition, the department aims to implement an online interbank payment system and to shift to a blended format to make transactions easier.

Lessons Learned and Challenges in Implementing the Intervention

While digital learning sessions significantly improved the department’s productivity, NWPC also faced challenges during the implementation of the new system. Some of these challenges include intermittent internet connection, Zoom fatigue, and competing webinars. To address these challenges, the department worked to fix its internet connection by providing communication allowances and assigning technical staff. To enhance participant engagement, the department also aims to upgrade Zoom subscriptions while promoting its advocacy.

Another challenge encountered was the adjustment of staff to implement the digital system. The challenge included allocating more training and technical assistance to support staff. Moving forward in sustaining and improving the system, the department looks forward to allocating a budget for communication, enhancing customer experience, expanding advocacy activities, and prioritizing program and digital transformation.

Resources

Design Sprint Worksheet- NPWC (2022). [Online].
DOLE website (N.D). https://nwpc.dole.gov.ph/press_room/nwpc-learning-sessions-in-the-next-normal/

Photos and Other Attachments

Learning Session on Promoting Productivity through Workplace Bipartite Mechanism

Overview

The Fast Tracking of the Approval Process for Project Proposals Requiring RDC VI Endorsement is a service improvement initiative implemented to streamline the submission and review process to the Regional Development Council VI (RDC VI) in Western Visayas. The objective is to fast-track the approval process of projects requiring RDC VI endorsement, resulting in a more convenient and efficient process. The main challenge identified was the productivity gaps that caused delays in the review process. To solve this, RDC VI came up with Online System for Reviewing Project Proposals, which includes cloud storage of documents for review, web-based assessment of completeness of project proposal documents, reference documents, checklist of requirements, process flow and guide, and forms and templates.

Challenge

The Fast Tracking of the Approval Process for Project Proposals Requiring RDC VI Endorsement addresses the delay caused by the manual review and approval process for project proposals that require endorsement from the Regional Development Council (RDC). The traditional process is plagued with bottlenecks and wastes, such as delays caused by incomplete documents, unfamiliarity with the review process, and scheduling conflicts. The process also tends to waste resources as RDC VI staff have to spend time and financial resources preparing proposal documents, which can be rejected due to missing requirements.

The proposed online system aims to streamline the process by providing cloud storage of documents for review, a web-based assessment tool for checking the completeness of project proposal documents, and a reference checklist of requirements, forms, and templates. This solution aims to make the review process more efficient and convenient, thereby reducing wasted time and resources in preparing and reviewing project proposal documents. The system’s implementation will complement the agency’s technical and advisory services, and its success can be replicated in other NEDA Regional Offices.

Solution

The Fast Tracking of the Approval Process for Project Proposals Requiring RDC VI Endorsement offers several solutions to address the productivity challenges in project evaluation and development. One of the most innovative features of this project is the development of an online interactive tool that streamlines the submission and review process of project proposals. The tool is designed to be accessible, user-friendly, and updated with the latest information. Its user-friendly interface and simple language aim to assist proponents in preparing shovel-ready project proposals.

The project also aims to increase the submission of project proposals by providing a faster and more efficient approval process. By reducing the time required for project review and approval, proponents can focus on other critical aspects of their projects, such as implementation and monitoring.

The online tool also improves project monitoring and evaluation of approved projects. It provides a platform where proponents can easily update the progress of their projects and make any necessary adjustments to ensure their success.

The project goals include creating a streamlined process for the submission and review of project proposals documents requiring RDC approval or endorsement. The project team will test the online tool’s user-friendliness, clarity of the language used, and completeness of required information to ensure its effectiveness.

Productivity Gains, Outcomes, and Impact

The Fast Tracking of the Approval Process for Project Proposals Requiring RDC VI Endorsement has resulted in several measurable productivity gains and outcomes. The online interactive tool has streamlined the submission and review process of project proposals, resulting in a significant reduction in processing time. The tool’s user-friendly interface has made it easier for proponents to submit shovel-ready project proposals, resulting in an increase in the number of proposals submitted. The system’s accessibility has allowed proponents from various sectors to submit their proposals without the need to travel to the NEDA Regional Office.

Since the implementation of the online tool, there has been a 50 percent reduction in the processing time for project proposals requiring RDC approval or endorsement. The average processing time has been reduced from 60 to 30 days. This has resulted in faster approval of projects and implementation, resulting in improved project outcomes and increased economic activity in the region.

In addition to reducing processing time, the online tool has improved the quality of submitted project proposals. The tool’s design principles, including user-friendliness and clarity of language, have made it easier for proponents to submit complete and comprehensive proposals, resulting in fewer delays due to missing information.

The intended beneficiaries of the Fast Tracking of the Approval Process for Project Proposals Requiring RDC VI Endorsement are local government units, national government and regional offices, state universities and colleges, the business sector, and civil society. These beneficiaries have seen significant improvements in the approval and implementation of projects, resulting in increased economic activity and improved quality of life in the region.

Lessons Learned and Challenges in Implementing the Intervention

Some potential areas of improvement for the Fast Tracking of the Approval Process for Project Proposals Requiring RDC VI Endorsement include addressing the challenges of access to the internet and lack of information dissemination to potential users. To address these challenges, there may be a need for targeted information campaigns to promote the availability and benefits of the online tool, as well as explore alternative modes of service delivery for those who prefer offline transactions. Additionally, data privacy concerns may need to be addressed to ensure the tool’s security and user trust.

Another potential area of improvement is the need to build technical capabilities among staff responsible for developing and maintaining the online tool. This may involve training or hiring staff with the necessary technical skills to ensure the tool is effectively managed and sustained over time. The absence of a focal staff member to manage the programs is a challenge that must be addressed to ensure accountability and effective program management.

Resources

RDC Project Endorsement Process. National Economic Development Authority Region V. (n.d.). Retrieved March 20, 2023, from https://nro5.neda.gov.ph/rdc-project-endoresment-process/

Photos and Other Attachments

The Fast Tracking of the Approval Process for Project Proposals Requiring RDC VI Endorsement is a service improvement initiative implemented to streamline the submission and review process to the Regional Development Council VI (RDC VI) in Western Visayas.
The NEDA Regional Development Council VI Review and Endorsement Process Flow

Overview

The Department of Science and Technology (DOST) was looking for a solution that could help them in managing funds in key sectors effectively, aligning with research priorities, and investing in high-impact and sustainable programs to address national concerns. It inspired the Department to come up with the DOST Project Management Information System (DPMIS), a web-based information system that tracks and monitors the performance of all programs and projects funded and implemented by the DOST Grants-In-Aid (GIA) Program. The system facilitates data collection, storage, analysis, and reporting for project proposals, funded programs, and researchers and enables online submission of proposals for research grants. The solution prioritized funding for relevant science and technology undertakings that contribute to productivity improvement, quality of life, and sustainable economic growth and development. DOST has set priority areas for research and development (R&D) funding for the year 2025, including Industry, Energy, Emerging Technology, Health Research and Development, Agriculture, and Basic Research, and encourages the early submission of quality research proposals through the DPMIS.

Challenge

The main productivity challenge being addressed by the DPMIS is the need for a more efficient and accessible system for researchers and proponents to submit proposals and receive feedback on their proposals. In the past, DOST experienced bottlenecks in the evaluation process due to multiple layers of technical panel evaluators, insufficient time for researchers to revise proposals, and uncertainty on the status of proposals. There was an apparent need to come up with a solution that can increase the number of people receiving grants and promote the development of relevant science and technology (S&T) undertakings, contributing to the productivity improvement and quality of life of Filipinos.

Solution

To help solve bottlenecks and promote efficiency within the agency, DOST introduced DPMIS, which provides a fast and accessible online platform for proposal submission and to expedite the evaluation process. Additionally, efforts are being made to improve communication with researchers and encourage more submissions aligned with DOST thrusts.

The DPMIS addresses the productivity challenges in several ways. Firstly, it provides a user-friendly online submission platform that allows researchers to easily submit their proposals, which can be accessed anytime and anywhere. The system is also secured and encrypted to ensure that the research proposal is not disclosed to unauthorized users. This innovative feature ensures that the proposals are not copied or duplicated by others.

DPMIS also addresses the bottleneck in the evaluation process by providing a collaborative research proposal submission platform. The online system allows multiple evaluators to review proposals, which can reduce the time it takes to evaluate a proposal simultaneously. The system also includes an anti-hacking system and data analytics, which ensures that the system is secure and can analyze data to provide insights that can improve the system’s efficiency.

The development of a manual of operations provides users with a reference guide to help them navigate the system. This innovative feature ensures that users can easily understand and use the system. DPMIS also promotes collaborative research by enhancing the database through the collaborative research process. This feature encourages researchers to work together and align their research proposals with DOST’s thrusts, which can increase the number of people receiving grants.

Productivity Gains, Outcomes, and Impact

The DOST Project Management Information System (DPMIS) has resulted in significant productivity gains and positive outcomes for the DOST Grants-in-Aid Funding program and its beneficiaries. The user-friendly online submission of research proposals has expedited the evaluation process, reducing the time from proposal submission to approval. The system’s anti-hacking features and secure encryption have helped protect research proposals’ confidentiality, preventing copying and duplication. The web-based system has also improved accessibility, allowing users to access the platform anytime, anywhere, and submit proposals without visiting the DOST office physically.

According to the general feedback received during the March 2022 Call for Proposals, the DPMIS is responsive, informative, and user-friendly. Users praised the system for its convenience and ease of use, with most ratings ranging from satisfactory to outstanding. The overall rating for the system has improved since its implementation, with users noting the significant improvements.

In addition to the measurable productivity gains, the DPMIS has positively impacted the intended beneficiaries, primarily researchers and proponents. The online submission of proposals has made it easier for new researchers to submit proposals, increasing the number of people receiving grants. The collaborative research feature has also enhanced the database, encouraging more researchers to submit proposals aligned with DOST’s thrusts.

Lessons Learned and Challenges in Implementing the Intervention

The lessons learned from implementing the DPMIS are essential for improving the system and addressing the challenges encountered. One of the hurdles faced during the inclusion of the enhancements is the need for prior engagement and identification of cooperating agencies before submitting the proposal. This process needs to be streamlined to ensure a timely submission process.

Another lesson learned is the need for a major overhaul of the DPMIS before the proposed enhancements can be accomplished. This will significantly impact the system, not only for DOST CIA but also for the Councils. Therefore, enhancing the DPMIS should be linked to the Sectoral Councils’ Information System, which will take time.

To address these challenges, it is necessary to discuss the proposed enhancements with the Undersecretary for R&D, the Division Chief of SPD, process owners, and programmers for possible execution. This collaboration will help ensure that the proposed enhancements are aligned with the goals of the DOST CIA and the Sectoral Councils.

One potential area of improvement for the DPMIS is the system’s user-friendliness, particularly for non-IT experts. The system can be further improved by providing more detailed guidelines and instructions for the users, especially those new to the platform.

Resources

Nazario, D. (2023, January 27). Dost urges researchers, scientists to submit proposals for R&D funding in 2025. Manila Bulletin. Retrieved March 19, 2023, from https://mb.com.ph/2023/1/27/dost-urges-researchers-scientists-to-submit-proposals-for-rd-funding-in-2025

Photos and Other Attachments

Screenshot of the DOST Project Management Information System
Screenshot of the Client Satisfaction Feedback Form (CSF) of the DOST Project Management Information System

Overview

The Philippine Drug Enforcement Agency (PDEA) Compliance Service has developed the Regulatory Compliance System (RCS), an online system designed for electronically submitting licenses, accreditations, and local order permit applications. It was created to provide contactless transactions, fast delivery of services, and a more seamless experience on the applicant’s licensing journey.

Before the RCS, all received applications in the PDEA Regional Offices were forwarded to PDEA Compliance Service National Headquarters for processing and encoding. This resulted in a longer processing time. With the implementation of RCS, applications become accessible nationwide to all authorized internal end users. As a result, the system reduces the number of processing days to help attain the PDEA’s objective of providing total client satisfaction.

Challenge

The RCS aims to address the main productivity challenge of the long processing time during face-to-face transactions of license and permit applications. This results in even more problems like long queues, health hazards, travel expenses, and low client satisfaction.

Aside from this, with Proclamation No. 922 S. March 8, 2020, Declaring a State of Public Health Emergency throughout the Philippines, PDEA Compliance Service had to come up with a solution on how to comply with the IATF guidelines and continue their service to their stakeholders without compromising the health of their personnel. Effective 2020, all applications must be submitted through the official email address to avoid face-to-face contact with clients. Although their work-from-home personnel and regional DDROs had access to the official email that time, all applications still had to be encoded in the PDEA Permits and Licensing System (PPLS) since the staff could only access the system in their national headquarters. This results in more prolonged processing time on the licenses, permits, and applications.

Solution

The RCS project has two major components: Online RCS and Internal RCS.

The Online RCS is an online system that aims to provide electronic submission of applications for PDEA licenses, local permits, semi-annual reports, various notifications, and attachments of supporting documents. It is a viewable system with email notifications of transaction status. This system caters to external stakeholders, including those who prescribe Dangerous Drugs Preparations (DDPs), like physicians, dentists, and veterinarians.

On the other hand, Internal RCS is a web-based system that aims to provide a facility to assess the submitted applications. It stores client information, helps generate reports, displays statistical data, and provides security and access control. This system is useful to internal stakeholders, which include regulatory compliance officers from the national headquarters and regional offices.

Since the RCS is a nationwide web-based system, clients can apply online without going to PDEA offices, making the transactions paperless, fast, and efficient.

Ultimately, this project addresses the main productivity issue of the long and tedious process of license and permit applications.

Productivity Gains, Outcomes, and Impact

The RCS project impacts the organizational productivity of the PDEA Compliance Service. Since applicants can process online, the queues are no longer necessary. The RCS also shortens the transaction time resulting in faster customer service. Clients are no longer required to travel to PDEA offices, thereby reducing their expenses. On the agency’s side, the RCS also helps reduce the use of resources like ink, paper, and printer. Since there is no face-to-face transaction, it offers health safety to the stakeholders, increasing client satisfaction and generating more good or positive feedback on client satisfaction surveys.

The project also complies with RA 11032, Ease of Doing Business and Efficient, and the Government Service Delivery Act of 2018.

Overall, the RCS offers an easier, faster, and more efficient alternative way of processing transactions with the PDEA Compliance Service.

Lessons Learned and Challenges in Implementing the Intervention

For those who want to implement a similar intervention, PDEA Compliance Service highly recommends getting an external service provider that can comply with the specified requirements, thoroughly checking the system for any glitches or problems, and ensuring that the intervention will address the identified productivity gaps.

Resource:

PDEA website (2023, April). https://pdea.gov.ph/

Photos and Other Attachments:

Online registration in RCS
Steps on how to create an account in Online RCS

Overview

The local government unit (LGU) of Loon, Bohol developed the Enhance Loon Business-One-Stop-Shop Initiative (ELBI) for convenient and secure online business permit registration. This electronic registration system is quick, interactive, self-validating, and cost-effective. It is available 24/7, and all data transmission is encrypted and secured. Users only need a computer with an internet connection and an email account to use it. The ELBI has been available online since January 2016, and enrollment and use are free of charge. ELBI won several awards for its innovative use of ICT to improve business opportunities and service delivery in the local government. The enhanced version of ELBI – ELBI 2.0, was launched in August 2017 and was connected to Land Bank’s Link for further improvements.

Challenge

The main productivity challenge that the ELBI addresses is the lengthy and tedious process of applying for and renewing business permits. This process can take hours, days, or even weeks, causing business owners significant productivity loss. With the ELBI system, the Loon LGU developed an electronic registration system that streamlines the process of obtaining business permits. This system allows business owners to complete the entire process online, eliminating the need to wait in long lines or spend hours filling out forms. The ELBI system is quick, interactive, and self-validating, minimizing errors and providing immediate feedback to users. It is available 24/7 and is free of charge, making it accessible to all business owners. By addressing the productivity challenge of obtaining business permits, ELBI is also helping boost the region’s entrepreneurship and economic growth.

Solution

The ELBI addresses the challenge of cumbersome and time-consuming business registration and permit renewal processes in Loon by providing a web-based system that simplifies the process and makes it more convenient for entrepreneurs. The system is quick, easy to use, secure, interactive, self-validating, and cost-effective, resulting in significant productivity gains for both the Municipal Government of Loon and the business owners.

One of the innovative features of ELBI is its 24/7 accessibility, which enables applicants to apply for business permits and renewals at any time, even during holidays. This feature is particularly useful for entrepreneurs who operate outside regular business hours or on weekends. The system’s ability to immediately validate all information the applicant provides before final submission is also an innovative feature, ensuring data accuracy and minimizing errors that could delay the application process.

Another innovative feature of ELBI is its integration with Land Bank’s Link, allowing for a more streamlined payment process. This integration reduces the need for applicants to visit multiple offices to complete the application process and allows them to complete everything online.

Productivity Gains, Outcomes, and Impact

The ELBI provided significant measurable productivity gains and outcomes for the Municipal Government of Loon and its intended beneficiaries. According to reports, the ELBI system significantly reduced the processing time for business permits from days or weeks to just a few hours. In fact, the average processing time for applications using ELBI is only around 15 minutes. This has saved time and effort for entrepreneurs and business owners, allowing them to focus on growing their businesses and increasing productivity.

Moreover, the ELBI system has also improved data accuracy and reduced registration process errors. By validating all the information provided by the applicants before submission, the system has eliminated the need for manual data entry, which is prone to errors. This also reduced the cost of processing and storing data for the government, making it more efficient and cost-effective.

Another measurable outcome of the ELBI system is the increased number of registered businesses in Loon. Since the launch of this initiative, there has been a significant increase in the number of businesses registered in the municipality. In fact, the number of new business registrations has increased by 78% compared to the previous year. This indicates that the ELBI system made it easier for entrepreneurs to start their businesses in Loon, which has a positive impact on the local economy.

In terms of user satisfaction, the ELBI system has received high marks from its users. According to surveys conducted by the Municipal Government of Loon, over 95% of users were satisfied with the ELBI system and would recommend it to other business owners. This high level of satisfaction is a testament to the effectiveness and user-friendliness of the system.

In conclusion, the ELBI provided a significant positive impact on the productivity performance of the Municipal Government of Loon and the intended beneficiaries. The system led to measurable gains in processing time, accuracy of data, cost-effectiveness, and user satisfaction. Furthermore, the increased number of registered businesses indicates that the system has helped boost the region’s entrepreneurship and economic growth.

Lessons Learned and Challenges in Implementing the Intervention

The implementation of the ELBI brought significant benefits to the LGU of Loon and its constituents. However, some challenges were encountered during its implementation.

One of the challenges is the lack of awareness among the constituents regarding the availability and use of the ELBI eRegistration System. Some entrepreneurs are still unaware that the system exists and that they can use it to apply for business permits. The LGU addressed this issue by conducting information campaigns and promoting the system through various channels, including social media and local media outlets.

Another area for improvement is the need for continuous updates and maintenance of the system to ensure its efficiency and reliability. The LGU needs to ensure that the system is always up-to-date and can accommodate changes in the requirements and processes for business registration and permit renewal.

Overall, the ELBI provides valuable lessons for other LGUs planning to implement similar systems. It highlights the importance of awareness campaigns and continuous updates and system maintenance to ensure its effectiveness. It also emphasizes the need for collaboration between the LGU and its constituents in implementing innovative solutions to address productivity challenges.

Resources

Municipality of Loon. (n.d.). Welcome to Loon’s ELBI eServices. https://elbi.loon.gov.ph/about

DICT. (2018, October 17). Best eGovernance Systems Shine at digitalcitiesPH Awards. https://dict.gov.ph/best-egovernance-systems-shine-at-digitalcitiesph-awards/

Jhunie Ray Suarez. (2019, April 02). ELBI 2.0 [Video]. Youtube. https://youtu.be/UF8MgVkmgxc

Municipality of Loon. (2018, October 24). Loon, Bohol – Top Winner In DICT 2018 Awards For Municipalities [Facebook status update]. Facebook. https://www.facebook.com/lguloonofficial/posts/loon-bohol-top-winner-in-dict-2018-awards-for-municipalities-loon-mayor-elvi-pet/1131426167011844/

Photos and Other Attachments

Screenshot of the Municipal Government of Loon ELBI eServices Registration Page
Screenshot of the Municipal Government of Loon ELBI Log-in Page

Overview

A web-based system is helping the Municipal Government of Cavinti in Laguna monitor real-time income and expenditure while providing constituents updates on how their taxes are spent. The Government Revenue, Accountability, and Transparency System 3.0 (GReAT) is interconnected with other systems, including the Real Property Tax Assessment and Treasury Systems, and can be installed on multiple operating systems. The solution provided by GReAT is a simplified, user-friendly interface that can be customized to the workflow of LGU staff and is secured with user credentials, daily backups, IP-limited access, and data change policing.

Challenge

The main productivity challenge being addressed by the Municipal Government of Cavinti’s GReAT is the inefficiency caused by the manual processing of local government transactions. As a result of this manual process, local government employees spend a significant amount of time completing paperwork, which reduces their overall productivity. The manual processing would also mean spending money on supplies, which could be reduced by the adoption of innovative technologies. The manual process also slows down the delivery of government services, which can lead to dissatisfaction among constituents.

Solution

The GReAT initiative addresses the challenge of low productivity caused by the manual processing of local government transactions by providing an open-source, web-based system. It comes with an e-Dashboard, which allows users to monitor real-time income and expenditure. This feature provides a visual representation of financial transactions, making it easier for local government employees to track revenue and expenditures, and for constituents to see how their taxes are being spent.

GReAT has 17 interconnected modules, including Accounting, Budget, Payroll, Revenue Generating, and Data Management, among others. GReAT addresses the inefficiency and reduced productivity of government employees brought about by manual processing of transactions.

Moreover, the use of GReAT also enhances accountability and transparency in the government revenue system. The system tracks and stores all financial transactions, making it easier to monitor revenue and expenditures, and to detect and prevent fraud and corruption.

Another innovative feature of GReAT is its customization capabilities. The system can be customized to the workflow of LGU staff, making the transition from manual to computerized transactions easier. The system’s user-friendly interface, similar to social media platforms, also allows for easy adoption by local government employees.

The interconnectivity of GReAT with other systems such as the Real Property Tax Assessment System, Treasury System, Business Permits and Licensing System, etc., is also an innovative feature that makes it easier for the LGU to manage various processes and transactions in a centralized and streamlined manner.

In addition, GReAT’s security features, such as user credentials, daily backups, IP-limited access, and data change policing, ensure that financial transactions are safe and secure. The system is also compliant with Republic Act No. 8792 or the e-Commerce Act of the Philippines, promoting the usage of electronic transactions within government services. GReAT offers an innovative solution that enhances accountability, transparency, and productivity in the government revenue system.

Productivity Gains, Outcomes, and Impact

Since its implementation, the Municipal Government of Cavinti’s GReAT has had measurable productivity gains and outcomes. One of the primary outcomes is increased efficiency in the management of financial transactions, resulting in faster processing times and reduced delays.

GReAT has also significantly reduced paperwork, allowing local government employees to accomplish more tasks. The system has helped streamline revenue generation, payment processing, and other transactions, enabling the LGU to collect revenues in a more timely and organized manner. The interconnectivity of the various modules in GReAT has also facilitated seamless data retrieval and storage, contributing to improved decision-making processes.

The implementation of GReAT has led to a reduction in red tape and has improved the ease of doing business in Cavinti. This has resulted in a more business-friendly environment, leading to increased business registrations, permits, and licenses. This has also led to improved accountability and transparency in the local government’s financial transactions. The system’s real-time monitoring and reporting capabilities have enabled the LGU to detect and prevent fraudulent activities.

Lessons Learned and Challenges in Implementing the Intervention

One of the lessons learned from the implementation of GReAT is the importance of proper training and capacity building for the local government employees who will be using the system. The system’s success largely depends on the employees’ understanding and effective use of its features. Hence, investing in training and capacity-building programs will ensure the successful implementation and utilization of the system.

Another lesson learned is the need for continuous monitoring and evaluation of the system to ensure its effectiveness and identify areas for improvement. Regular feedback from the system’s users can provide insights on its strengths and weaknesses and suggest modifications that can enhance its functionality and efficiency.

One potential area for improvement of GReAT is the integration of additional modules that can further improve the efficiency of local government operations. For example, modules for healthcare services and disaster risk reduction management can be added to the system to better serve the needs of the constituents.

Lastly, the sustainability of the system should also be taken into consideration. The LGU must allocate sufficient resources for the maintenance and upgrading of the system to ensure its long-term use and effectiveness. Furthermore, the system should be open to future upgrades and innovations to keep up with technological advancements and changing user needs.

Resources

Best eGovernance Systems Shine at digitalcitiesPH Awards. (2018, October 17). GOVPH. https://dict.gov.ph/best-egovernance-systems-shine-at-digitalcitiesph-awards/

DICT, DILG, NICP award LGUs’ outstanding digital initiatives. (2019, November 28). GOVPH. https://dict.gov.ph/dict-dilg-nicp-award-lgus-outstanding-digital-initiatives/

LGU Cavinti. (2019, September 18). Cavinti GReAT System 3.0 [Video]. Youtube. https://youtu.be/l4NrZ0UmeAs

Official Gazette. (n.d.). Republic Act No. 9485. GOVPH. https://www.officialgazette.gov.ph/2007/06/02/republic-act-no-9485/

Republic Act No. 8792, 26 June 2000, Chan Robles Virtual Law Library. (n.d.). Retrieved February 24, 2022, from https://www.chanrobles.com/republicacts/republicactno8792.html#.YdQbr-gzaUk

Photos and Other Attachments

An open-source, web-based system is helping the Municipal Government of Cavinti in Laguna monitor real-time income and expenditure while providing constituents updates on how their taxes are spent.
The GReAT System Architecture

Overview

The City Government of Cagayan de Oro Assessment Department implemented several best practices to modernize its office systems, including creating an Internal Information Technology-Geographic Information System (IT-GIS) Unit. The digitization of all existing maps using the GIS made daily processes easier and quicker. The Property Assessment Information System Integrated Real Property Tax System data and GIS maps, making property verifications and ownership verification faster and more efficient. The archiving system digitized all past and existing records and documents for quick access. The document tracking system helps keep track of the status and location of clients’ transaction documents. Online platforms and tools, such as Facebook, Messenger, Google Drive, and the upcoming Assessor’s Kiosk, were also utilized to provide convenient and accessible services for clients. The main challenge was minimizing dependence on external support, which was addressed by creating the Internal IT-GIS Unit.

Challenge

The main productivity challenge addressed by the Cagayan de Oro City Assessment Department’s best practices is the need to streamline and modernize their office systems. Before implementing these best practices, the department relied heavily on manual processes and outdated technology, resulting in slow and inefficient operations. By digitizing their maps and implementing GIS, the department managed to automate several processes, such as property verifications, ownership verification, and property location verification. This made daily processes quicker and easier, resulting in faster and more efficient service delivery for their clients. The creation of the Property Assessment Information System and the archiving system enhanced the department’s productivity by providing quick and easy access to past and existing records and documents. The document tracking system also helped improve productivity by keeping track of the status and location of clients’ transaction documents, reducing the likelihood of delays and errors.

Solutions

The solutions implemented by the Cagayan de Oro City Assessment Department’s best practices effectively address the challenge of streamlining and modernizing their office systems. The creation of the internal IT-GIS Unit, which digitized all existing maps using GIS, allowed the department to automate several processes and make daily operations easier and quicker. This was achieved by enabling easier updates and additions of new maps, making initial assessments of previously undeclared properties without physical fieldwork, and utilizing additional computer applications for processing GIS data.

The browser-based Property Assessment Information System also integrated Real Property Tax System data and GIS maps, making property verifications and ownership verification faster and more efficient. The archiving system also allowed for quick access to past and existing records and documents, reducing time spent searching for information. The document tracking system helped improve productivity by keeping track of the status and location of clients’ transaction documents, reducing the likelihood of delays and errors.

The project’s innovative features include the Assessor’s Kiosk, which will be set up in an accessible location to provide clients with certifications, true copies of documents, and maps without the need for face-to-face interactions. This feature is particularly useful during the pandemic, as it promotes contactless transactions. Another innovative feature is the online implementation of the document tracking system, which allows clients to check the status of their transactions from their phones or computers and be notified as soon as their documents are approved and ready for release. This feature promotes convenient and accessible service delivery, which is becoming increasingly important in today’s digital age.

Productivity Gains, Outcomes, and Impact

The City Government of Cagayan de Oro Assessment Department’s best practices have resulted in measurable productivity gains and outcomes. The implementation of the GIS and other modern technology has significantly improved the speed and accuracy of the department’s operations. The digitization of all existing maps, for instance, has made it easier to update and add new ones, resulting in a more streamlined process. According to the department’s staff, this has reduced the time needed to perform such tasks by almost half, allowing them to focus on other essential work.

The Property Assessment Information System has also improved productivity by making property verifications and ownership verification faster and more efficient. According to Engr. Noel O. Moralde of the Cagayan de Oro City Assessment Department, the system has reduced the time it takes to process these tasks by up to 60 percent. Moreover, the archiving system has allowed for quick access to past and existing records and documents, reducing time spent searching for information. This has reduced the time needed to retrieve documents by up to 40 percent.

The document tracking system has also improved productivity by reducing the likelihood of delays and errors. The system has reduced the average processing time for transactions by up to 30 percent, allowing them to keep track of the status and location of clients’ transaction documents at any given time.

The positive impact of these best practices can be seen in the improved service delivery to the department’s clients, as evidenced by the reduced transaction processing times. The Assessor’s Kiosk is expected to further improve service delivery by providing clients with convenient and accessible access to essential documents and information.

Lessons Learned and Challenges in Implementing the Intervention

While the innovation led to significant improvements in the city government’s productivity and service delivery, challenges were still encountered during the implementation phase. One major challenge was the resistance to change from some employees who were used to the old ways of doing things. To address this, the department conducted training and information campaigns to emphasize the benefits of the new system and get buy-in from all staff.

Another challenge was the initial investment needed to implement the new system. This included purchasing of both hardware and software and conducting trainings. To overcome this challenge, the department allocated resources and secured funding from the local government.

There is still potential for further improvement in the system. For instance, the Property Assessment Information System could be available online to clients outside the local area network. The Assessor’s Kiosk could also be expanded to provide additional services to clients.

Overall, the best practices of the Cagayan de Oro City Assessment Department provide valuable lessons for other local governments looking to improve their productivity and service delivery. Key lessons include the importance of buy-in from all stakeholders, the need for adequate funding and resources, and the potential for continuous improvement.

Resources

Moralde, N. O. (2021, December 7). [Online interview].

Republic Act No. 7160. (1991). Local Government Code of 1991. Official Gazette of the Republic of the Philippines, 87(44), 10150-10223.

Photos

The Property Assessment Information System Integrated Real Property Tax System data and GIS maps, making property verifications and ownership verification faster and more efficient.
City Government of Cagayan de Oro personnel processing renewals of business permit renewals and tax assessment. Billing is now done at the kiosk in the City Treasurer’s Office.

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.
Screenshot of the Baliwag Treasury Information and Management System – Collectors Dashboard

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.

Faculty member conducting his class in a 21st CLEM Classroom

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