Category: e-Government

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 Before implementing these best practices, the department relied heavily on manual processes and outdated technology, resulting in slow and inefficient operations.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

Name of the Organization

Department of Social Welfare and Development

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

Caraga Social Pension for Indigent Senior Citizens

Focus Area of the Best Practice

Digitization and New Technologies

Date the best practice was first implemented

01 January 2016 – up to the present

Summary of the Best Practice

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

The information system aims to:
  • Establish accurate payroll by eliminating double or multiple entries of names of the beneficiaries;
  • Generate efficient physical and financial reports; and
  • Promote transparency, especially on the delivery of stipends.
It has the following key features:
  • Biometric registration and verification (usage discontinued due to the pandemic)
  • Cross-matching of names not limited to the exact spelling
  • Data logs about the senior citizen/beneficiary

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

The Challenge

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

Data Accuracy
  1. There was a limited number of technical working staff of the Regional Social Pension Unit (RSPU) to manage the data of the increasing number of beneficiaries from 9,375 in CY 2011 to 62,235 in CY 2015.
  2. The accurate data reflected in the payroll have been compromised because of the manual checking of the reports/ data from local government units (LGUs), most especially on the checking of complete names, birthday, age, sex, address, etc., on the submitted waitlisted and delisted report by the LGUs, which resulted in multiple entries of names across the region.
Payment
  1. Due to inaccurate data, double or multiple payments for one beneficiary were reported.
  2. Paymasters found it hard to verify and identify the paid beneficiaries from one area to another.
  3. Considering that no device was installed to identify and verify the true identity of the beneficiaries, there were instances when somebody holding the same ID claimed the stipend.
Report generation
  1. It took several hours to generate the paid and unpaid beneficiaries.
  2. There were difficulties in generating a summary of the report, such as the number of Pantawid Pamilya members/beneficiaries, number of indigenous peoples (IP) beneficiaries, number of male and female, number of bedridden and sickly, and the number of waitlisted and delisted beneficiaries with corresponding remarks.
Local Government Units / Partner / Stakeholder
  1. The LGU staff claimed to need a source of information about the history of the beneficiary in the program, such as unclaimed quarters and personal information.
  2. The LGU staff claimed to have no accessible reference regarding the status of the beneficiaries in the program. They need to look for the approved documents for every transaction to answer each client’s concerns.
  3. The Focal Person has no accessible reference for the names of senior citizens endorsed for the waitlist to the Field Office. Instead, they need to scan their previously submitted reports to provide an exact answer to the clients, which resulted in repeated reports.
Walk-in Clients / Program Beneficiaries
  • Regional Office manually counts or tracks beneficiaries with complicated issues such as inclusion and exclusion errors.

Solution and Impact

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

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

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

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

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

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

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

Milestones

The information system had the following awards:

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

Implementing Agency

City Government of Tuguegarao

Year Implemented

2018-Present

Themes

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

General Description

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

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

Background and Problem

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

Solution and Impact

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

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

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

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

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

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

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

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

Footage Request

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

Wifi Ko, Wifi Mo

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

Live Traffic Update and Analysis

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

Flood monitoring

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

Tuguegarao City Online Checkpoint Registration

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

Contact Tracing Diagram Report

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

Milestones

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

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

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

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

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

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

Sources

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

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

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

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

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

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

Photos and Videos

Tuguegarao City Command Center monitors all areas of the city through its high-definition CCTV cameras.
Tuguegarao City Online Checkpoint Registration form is accessible online through https://bit.ly/TugueOCR.
Live traffic updates are available daily through the Tuguegarao City Command Center’s Facebook page.
The dashboard system by the command center provides access to necessary information related to incident reports.
Live monitoring footage of Tuguegarao City Command Center on one of its public markets that are publicly viewable through its Facebook page.
Hotline Directory of Tuguegarao City Command Center is provided through its Facebook page.

Organization

Pangasinan State University

Best Practice Focus Area/s

Strategy, Citizens / Customers

Year Implemented

July 2020

This is a GBPR entry

Summary

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

Background and Problem

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

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

The City Government of Urdaneta providing the necessary space and internet connection needed by the students for the PSU-LGU ICT Konek.

Solution and Impact

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

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

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

Milestones

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

Organization

Department of the Interior and Local Government

Best Practice Focus Area/s

Strategy Operations

Year Implemented

2017

This is a GBPR entry

Summary

One of the significant roles of the Department of the Interior and Local Government (DILG) is to provide comprehensive information about local government units (LGUs). However, these details can only be accessed and updated through a complex process. Because of this, the DILG Information Systems Interoperability Platform was created. It is an in-house developed application that acts as a gateway to various other applications and contains features such as a Document Management System (DMS), the Executive Information System (EIS), and an Attendance Monitoring System (AMS). Notably, the platform allowed the department to continue and improve its operations despite its shift to Work-From-Home (WFH) arrangement under the COVID-19 situation.

Background and Problem

One of the significant roles of the Department of the Interior and Local Government (DILG) is to provide comprehensive information about local government units (LGUs) to the national government, policy and decision-makers, other national government entities, and other relevant stakeholders. Said information should include demographics, economic profile, disaster-related data, awards and citations, Infrastructure, local officials, and performance. However, before the implementation of this project, all these details could only be viewed and updated by accessing a corresponding online application system one at a time. And as time went on, other bureaus, services, and operating units of the department started adopting online systems for their data management. It was quite a complex process, yet every employee—from the central, regional, provincial, city, and even down to the municipal office- was required to navigate it.

As the number of information systems increased, the management and maintenance of all the application systems became more challenging. Crucially, interoperability and data sharing among information systems were not clear, leading to duplicated efforts in collecting and encoding data across these systems. And overall, this also led to a slower processing time for all sorts of communication.

The DILG Region 8 Information Communication Technology Unit (RICTU) held a roll-out training on DMS last 22 July 2020.

Solution and Impact

To address issues around interoperability and data sharing, to minimize the time spent on processing, encoding, and updating, and to minimize the need for constant client follow-ups, The DILG Information Systems Interoperability Platform was created. It is an in-house developed application that acts as a gateway to various other applications that support other bureaus, services, and operating units of the department. Notably, it contains over 40 in-house developed systems.

Some of its most notable features include:

  1. A feature to view and download information relative to the department’s issuances, announcements, and organizational knowledge, among others.
  2. A Document Management System (DMS) generates a unique document control number for each registered document. It also enables other operations such as document routing, processing, report generation, digital approval of documents, and QR Code signing.
  3. The Executive Information System (EIS) provides executives with critical information through dashboards, statistics, maps, and other reports, which can aid policy formulation and decision-making.
  4. And lastly, it also includes an Attendance Monitoring System (AMS).

In building the platform, the project team first conducted a systematic study with their Records and Administrative Service units. Then they started creating the DMS, not the whole system at first. Afterward, they performed a pilot test and conducted a series of training sessions. After its adoption, they enhanced it with other features such as intranet and SSO.

Because of the platform, the department could continue and improve its operations despite its shift to Work-From-Home (WFH) arrangement under the COVID-19 situation. The AMS allowed employees to record their attendance, tasks, and accomplishments while WFH. The AMS also served as the monitoring tool for supervisors to assess their subordinate’s daily accomplished tasks. Relatedly, the COVID-19 pandemic massively increased the department’s volume of transactions. Yet, these were met through the help of the DMS feature. And as the platform helps achieve many of the department’s operations in a paperless fashion, it has also contributed to saving costs.

Milestones

The Intranet with SSO started its implementation in 2017. As of today, the system is being utilized by a total number of 8,528 DILG officials and employees. These include the permanent, contractual, and contract of service and appointed individuals of the department. On 14 December 2020, DILG held its First Annual Online Performance Assessment and the project team was the recipient of the “Best Service Award”, commending them for the development and widespread adoption of a much-needed in-house application system. The implementation of the DMS has helped fast-track communication within the different offices of the Department, both central and regional, especially now that the department is adapting to the new normal of the COVID-19 pandemic.

Organization

Tarlac State University

Best Practice Focus Area/s

Operations

Year Implemented

2019

This is a GBPR 2021 Recipient

Summary

The PMERS was developed in 2019 through the in-house collaboration of the ESMO, MISO, and CCS. The system provides authorized users web-based access to extension information and documentation and enables them to monitor ongoing and completed projects, administer client evaluation and obtain summaries of such, and generate extension-related reports in no time and in the convenience of their personal spaces. The system is also being used during online program accreditation and the ISO 9001:2015 audit to provide accreditors and auditors with reliable online-based evidence about the extension service accomplishments of the University.

The PMERS aims to achieve greater productivity, more efficient use of government resources, positive environmental impact, and employee safety towards contributing to TSU’s vision of becoming a premier university in Asia and the Pacific and on a larger scale, contributing to other institutions’ development through the sharing of this best practice.

Log-in page of the TSU Extension Services Management Office PMERS

Background and Problem

As an active community partner, TSU engages in various extension programs, projects, and activities with its clients and beneficiaries. Since 2018, TSU has delivered 440 extension projects to more than 150 groups and 10,000 individuals. Such great numbers posed a challenge to ESMO in managing volumes of extension project information and documentation.

Among the issues that need to be addressed include the following: Repeating requests for and reproduction of project documents; considerable time spent in requests for access to information and generating reports; extension service time used for administering customer evaluation; substantial use of paper, ink, and other office supplies for printing documents; and physical contact between office personnel and requesting individuals.

Solution and Impact

The PMERS addresses the central problem of managing extension project information and documentation given the increasing number of extension projects of the University. Management in this context includes access, monitoring, evaluation, and reporting extension project information and documentation. In addition, paper-based management consumes large amounts of office supplies resulting in higher expenses and adverse environmental impact.

With the implementation of the PMERS, the following results were achieved:

  1. Decrease in the number of documented requests from 30 to 2.
  2. Information access took about one working day to only about 10 minutes.
  3. Report preparation and generation takes only about 5 minutes from about two working days.
  4. Extension service time used to administer customer evaluation surveys was reduced from 20 minutes to zero.
  5. Customer participation rate increased by 13.35% compared to pen-and-paper customer evaluation.
  6. The estimated number of sheets of bond paper used decreased from 3,378 to about 100. Ink consumption also decreased from about 33% of toner capacity consumed to only about 1%.
  7. Increased savings amounting to 4,510 Pesos.
  8. The number of visitors who requested documents decreased from 30 to zero.

The aforementioned results of the implementation of the PMERS contributed to the following impacts:

  1. Increased productivity among employees translates to savings on manpower.
  2. Financial benefit in the form of savings.
  3. Savings on potential employee Covid-related expenses.
  4. More learning opportunities for clients and beneficiaries as a result of increased learning time with the removal of the administration of customer evaluation on-site.
  5. Better employee well-being as a result of experiencing a more efficient system in accomplishing tasks.
  6. Minimized adverse impact of the University’s activities on the environment.

Milestones

In early 2019, ESMO conceptualized a system that would attempt to address the problems mentioned. The office requested the services of OJT students from CCS to design the system, which was initially intended to be a database of extension projects for exclusive use by the office. The PMERS became operational in July 2019.

However, ESMO realized there was room for improvement and additional features. The office met with deans, college extension chairpersons, and the MISO to conceptualize and design an improved system that would address further needs identified and accessible to more users. In March 2020, the system underwent improvement and upgrading while it remained operational to ensure it continued to address the needs of its target users. Finally, the improved and upgraded system was completed in January 2021 and was officially launched in March 2021. The intended users were then capacitated on the use of the system.

TSU was awarded 2nd place winner under the SUC Category in terms of the Best Practices and Initiatives in Mitigating the Effects of the Covid-19 Pandemic during the Central Luzon-wide celebration of the 1st National Higher Education Day and 27th Founding Anniversary of CHED held in May 2021; the PMERS was one of the practices featured in TSU’s entry. Upgrading of the system is in MISO’s pipeline of projects for 2021-2022 to include new features such as online proposal and post-activity report preparation. Promotion of the upgraded system in 2022 for possible adoption by other SUCs in Central Luzon.

Organization

Department of Foreign Affairs

Best Practice Focus Area/s

Citizens / Customers Measurement, Analysis and Knowledge Management Operations

Year Implemented

15 May 2020

This is a GBPR 2021 Recipient

Summary

The Integrated Online Consular Service System for Appointment Scheduling, Service Delivery Monitoring, and Client Data Analytics was designed by the Philippine Embassy in Canberra to be a client-focused digital platform that evolves the standard appointment system into a holistic system that covers end-to-end service monitoring and delivery, provides data analytics to help anticipate challenging situations and make data-based plans and improvements.

Background and Problem

The Philippine Embassy in Australia’s services is open to the over 300,000 Filipinos living in the seven states/territories of Australia, especially the 100,220 Filipinos residing in areas under the consular jurisdiction of the Embassy.

The Philippine Embassy had a walk-in policy for all services before this initiative. This became unsustainable because of long waiting times and crowding during peak days, the unpredictable number of services and service hours per day, and the rapid increase in the workload of frontline personnel who were also handling back-office operations and addressing public queries.

The previous processes rely heavily on the client (a) remembering and understanding the procedures for releasing their passport and (b) constantly checking the Embassy website or calling the Embassy for an update on their passport. Alongside this, the Embassy staff needs to manually retrieve the consular documents each time a client queries are received on the status of their application.

During disasters like the bushfire crisis in Australia and the current COVID-19 pandemic, basic statistics about Filipinos in the various states/territories of Australia can be crucial in planning courses of action and providing urgent advice in critical situations, if needed.

Screenshot of the Philippine Embassy of Canberra Australia Online Appointment System.

Solution and Impact

The system was activated on 15 October 2020, covering the first three consular services: passport, notarial, legalization, and NBI fingerprinting. A test model was developed per consular service. Both management and staff members individually tested the model. Further consultative meetings would be held with the developer for technical adjustments.

Alongside this, the Embassy conducted an information dissemination campaign to inform the public of the expected changes with a step-by-step guide on navigating the system.

The system unifies the management of consular services providing a more comprehensive overview of consular operations. From an organizational perspective, the system produces quantitative data sets on clients and services, which can form the basis for future operational improvements and support policy formulation by the mother agency, the Department of Foreign Affairs in Manila. Among others, the system generates the following data:

  1. Number and kinds of services availed per day, month, or year. The Embassy can determine if additional appointment slots or personnel are needed for particular periods or services at any given time;
  2. Disaggregated data on clients’ locations. As the Embassy’s clients can come from any of Australia’s seven states and territories, this feature allows the Embassy to prepare in advance if clients are coming from a state or area with active COVID-19 cases to provide additional care or consideration for clients coming from far away places The data will also be crucial during disasters and emergencies in a particular state in Australia.
  3. The system also allows supervisors to see the progress of a particular service’s completion and identify the stage and personnel where a backlog has occurred. It encourages accountability and provision of intervention or assistance on an objective basis.
  4. Gender-based data. In line with GAD, disaggregated data regarding PH-based gender is also available.

The consular services covered as of 07 July 2021 are:

  1. Passport applications;
  2. Notarial and legalization of documents;
  3. Fingerprinting for NBI clearance; and
  4. Overseas voter registration. Plans are ongoing to integrate dual citizenship and civil registry services within the month.

The system also provides flexibility and reliability in the work of the Embassy as any consular personnel can navigate the system. The system will also be particularly useful when the Embassy is forced to implement alternative work arrangements as contingency arises. For the part of the consular clients, it provides transparency and predictability in the availability and delivery of service. This transparency, alongside buy-in from the personnel, contributed to improved performance and customer service orientation of Embassy staff, as seen in the feedback forms and various forms of appreciation expressed by clients.

Finally, the system allows the Embassy to send updates to a specific group of clients when needed. As the COVID situation remains fluid, the Embassy can provide updated advice to affected clients on new regulations or restrictions and any delay in service delivery.

Milestones

In June 2021, this system was recognized by the Department of Foreign Affairs in Manila as among the DFA Best Practices for 2021 – Foreign Service Post Category as part of the DFA Quality Management Service performance. Among the immediate results was improved efficiency and productivity of personnel due to the significant decrease in the number of phone calls and emails inquiring about consular services under the system. The information on each transaction is sent to clients automatically as a matter of standard operating procedure. The auto-generated emails also provide detailed information for clients. Frontline staff has observed a higher compliance rate with the requirements reducing the back-and-forth communications between staff and clients. The time saved was used by personnel to answer phone calls and emails on other matters and to provide higher customer service quality to in-person clients.

The Embassy is continuously developing the system based on a regular review to ensure it continues to meet the client’s expectations and serves the effective delivery of consular services. At the same time, the Embassy also strives to develop this system into one that meets the modern standards of business service delivery. The future developments include (a) the inclusion of all consular services, (b) automation of more functions, (c) the option for updates via text, and (d) generating greater customer feedback.

Organization

Civil Service Commission Regional Office II

Best Practice Focus Area/s

Citizens / Customers Operations

Year Implemented

2015

This is a GBPR 2021 Recognized Best Practice

Summary

The e-NOA and its enhanced version, the e-NOAv2, are specially designed to provide fast, accurate, and paperless notice of school and room assignments to examinees taking the Career Service Commission (CSC) examinations in Region 2 (ROII). This application, which was exclusively developed and used in CSC ROII, aims to lessen the costly and tedious task of manually preparing, sorting, and mailing school and room assignment notice to career service examinees.

Background and Problem

The Civil Service Commission, in its mandate to ensure that appointments in the civil service shall be made according to merit and fitness, administers the nationwide CSE-PPT twice a year. Before the inception of the e-NOA in 2013, the CSC ROII received an average of 10,000 examination applications in one examination period or an average of 20,000 examination applications for the whole year. During those times, the ESD manually sends notices of school and room assignments to examinees through snail mail. Considering the large number of applications, preparing, sorting, and mailing the individual notice of school and room assignments was an ordeal for the Division, which was then manned by only five staff. The time spent by the staff in doing these tasks has affected their efficiency in performing the more important aspects of exam administration. Moreover, it was observed that thousands of mails have been “returned to sender” as the addressees have either moved places or did not provide the correct mailing address, thereby affecting the number of examinee attendance.

Screenshot of the CSC Electronic Notice of Assignment (eNOA)

Solution and Impact

The e-NOAv2 offers the CS examinees the easiest, fastest, and cheapest way to obtain their school and room assignments for the CS exam. All examinees, including those in remote areas without internet connectivity, can obtain information about their school and room assignments through the automatic sending of NOA. If the examinees changed their contact number or did not receive the NOA, they can simply request NOA through the CSC regional and field offices’ hotlines, to which the action officers may reply using the eNOAv2.

The e-NOAv2 works by installing the application on the laptop or desktop computer, android device, or mobile phone of all field offices and ESD personnel in the region so that they can be able to quickly disseminate the NOA in their respective jurisdiction or reply to queries on school and room assignment any time. Also, during the actual examination day, all testing centers are equipped with a pre-installed e-NOAv2 application to facilitate the quick search of room assignments of examinees, if needed.

The CSC ROII has observed a considerable decrease in exam administration costs. The cost of mailing allotted for each examinee was ten pesos. Hence, with 10,000 examinees, the Office saves more than Php 100,000 for mailing services using e-NOA. The e-NOAv2 has contributed to the environment by ensuring zero waste. The CSC ROII has also observed a boost in productivity from ESD staff since the tedious task of manual NOA preparation has been removed.

Furthermore, the CSC ROII communicated with its clients clearly and effectively, ensuring an error-free NOA because of limited human intervention. More importantly, it has facilitated locating school and room assignments on the part of the examinees as they receive their NOA at least a week before the examination day, giving them ample time to visit the school before the test. Moreover, the e-NOAv2 has an added feature that uses Google Maps to help examinees locate their school assignments.

Considering that almost everyone already possesses mobile phones, the CSC ROII has recognized that the e-NOA/e-NOAv2 is the most efficient and effective way to reach its examinees. As a result of the fast and reliable information given to examinees on their school and room assignments, the ESD has observed a remarkable improvement in the number of absent examinees during the examination day.

Milestones

The e-NOA, then later the e-NOAv2, is a distinct practice identifiable to CSC ROII. Because of its perceived advantages and impact, the Examination, Recruitment, and Placement Office (ERPO) of the CSC Central Office and the other Regional Offices have acknowledged the usefulness and efficiency of the e-NOA/e-NOAv2 in improving exam administration. As such, the proponent of the innovation, Mr. Anthony Jay L. Barruga, has been repeatedly invited during learning interventions at the CSC Central Office to share about the e-NOA and requested for possible replication of the application to be used by the other regional offices. Because of these innovations, Mr. Barruga was recognized and conferred the CSC PRAISE Gawad Kahusayan Award in 2015, and the CSC ROII PRAISE Most Outstanding Dependability Award in 2018. He was again awarded the CSC PRAISE Gawad Kahusayan in 2019 for the e-NOAv2.

Aiming to improve the innovation continuously, Mr. Barruga gathers feedback and studies the possibilities of upgrading the features of the current e-NOAv2. As an added new feature, the e-NOAv2 functions as a web-based application wherein information dissemination may be done through e-mail. Further, the e-NOAv2 is now incorporated in the Examination Application Information System (EAISY 2013), a system used in encoding examination applications and serves as a database of information of registered examinees.