Category: e-Government

Organization

Department of Science and Technology – CALABARZON

Best Practice Focus Area/s

Citizens / Customers; Measurement, Analysis, and Knowledge Management; Operations

Year Implemented

2011 to present

This is a GBPR entry

Summary

The Department of Science and Technology – CALABARZON (DOST-CALABARZON) fosters an innovative and serviceable environment. With this, back in 2011, the agency’s Management Information Systems (MIS) Unit initiated the development of the Smart Office Systems, a group of internally developed information systems that aim to boost efficiency by innovating internal processes and service delivery through digitization.

Background and Problem

The development of the information systems was initially due to the Office of Civil Defense IV-A’s request for assistance in crafting an information system for the dissemination of disaster-related bulletins. At that time, the MIS unit of the DOST-CALABARZON was just beginning to gather a team of ICT experts. Upon delivering OCD’s request and after a thorough evaluation, the evolution of the agency’s information systems started.

Below are the other challenges and opportunities that the agency considered in creating and implementing this best practice:

Human Resource

• More than 70% of staff are millennials, generally technology-savvy
• About 80% of the workforce are on a WFH arrangement during the ECQ and GCQ period
• About 30% of staff are baby boomers who may have problems coping with the new technologies

Resistance to change

• Legal adherence and compliance with new policies and laws

eGovernance

• EO No. 2, series of 2016, Freedom of Information
• Republic Act 10173 or the Data Privacy Act of 2012
• Transparency Seal
• Republic Act 11032 or the Ease of Doing Business Act of 2018
• House Bill 6623 or the proposed New Normal for the Workplace and Public Spaces Act

Technological

• Obsolescence of previous versions of information systems
• Coping with emerging technologies
• Internet being a disruptive technology, changed the way of doing business

Social

• Effects of COVID-19 pandemic and Taal volcanic eruption on working
• Social distancing, mobility restrictions, health measures, social activities, etc.,

Solution and Impact

The best practice employs internally developed information systems to monitor activities and evaluate outputs/results, thereby impacting the organization’s productivity, transparency, and resiliency.

The systems development follows the usual Software Development Life Cycle process, but the following approaches were practiced by the MIS Unit that ensured successful internal implementation and replicability for systems adopters.

1. Need-Based Solutions — Identification of problems and opportunities for improvement in processes to develop high-impact application systems;
2. Top-Management Commitment — Top management’s approval and support establishes responsibility, accountability, and political will;
3. Generic Info-systems Approach — Core functionalities suited to the basic requirements of DOST ROs and other government agencies;
4. Collaboration Mindset — Consultation with system/process owners and project partners to ascertain and integrate their needs into the ICT projects;
5. Standardized Programming Strategy — Uniformity in the use of industry-standard programming languages, tools, frameworks, and models for easier systems development, updating, and customization;
6. Future Proofing Considerations — Usage of the latest versions of system development software to prolong software life;
7. Iteration Method —The concept that all systems are not bug-free and that continuous enhancement is a necessity.

Milestones/Next Steps

Since 2011, DOST-CALABARZON has already produced 12 information systems that benefit DOST-CALABARZON alongside 112 agency adopters (39 national government agencies, 49 local government units, 21 academic institutions, two private organizations, and one public organization).

The results and impact of the Smart Office Systems have further been recognized through the awards given to the organization, which highlighted this best practice. These were the following awards:

1. Very Innovative Person Award from the Career Executive Service Board (CESB) 2016
2. Civil Service Commission (CSC) Pagasa Award 2017
3. Philippine Quality Award 2017 Level 1 Recognition for Commitment to Quality Management conferred by PRRD
4. Innovation Award received from DOST-CALABARZON PRAISE Committee 2018
5. Gawad Kalasag Award from the National Disaster Risk Reduction and Management Council (NDRRMC) through the Office of Civil Defense (OCD IV-A)

Agency

Bureau of Patents – Intellectual Property Office of the Philippines (BOP-IPOPHL)

Summary

The Early Issuance of Search Report (ESR) is the patent filing system created by the Bureau of Patents – Intellectual Property Office of the Philippines (BOP-IPOPHL) to facilitate and hasten to file of patents of Filipino scientists.

The ESR requires the issuance of Search Reports (SR) on the patentability of inventions within six (6) months from the filing.

Fully implemented in 2018, the ESR streamlines and hastens the procedures for filing patents at the BOP, effectively allowing Filipino scientists to simultaneously apply for international patents as prescribed under the Patent Cooperation Treaty (PCT).

Background and Problem

As the filing for patents in the Philippines traditionally takes 18 months on average, many Filipino scientists are unable to submit their applications for international patents due to the 12-month requirement of the Patent Cooperation Treaty (PCT).

Through the ESR, the BOP-IPOPHL sought to expedite the local patent procedure from 18 months to 6 months on average, allowing Filipino inventors to file international patents within the prescribed 12-month period.

The ESR implementation was inspired by the European Patent’s Office (EPO) practice of issuing ESRs.

Solution and Impact

Along with more than 150 contracting nations/states, the Philippines is a signatory to the PCT. The Treaty allows an inventor to get international patent protection for an invention in multiple countries simultaneously within 12 months from the filing date of their first patent application in their home countries.

ESR improves the efficiency of patent searching and examination process at the BOP-IPOPHL. This ensures that the inventors receive early and accurate initial assessments of their inventions’ patentability (novelty, inventive step & industrial applicability). As such, it contributes to the agency’s mandate to provide timely and quality patents since the search report is a substantive requirement for publication of the application.

The issuance of search reports is monitored by the automation system installed that helps the agency follow up on existing applications.

Through the early release of search reports, Filipino inventors are provided ample time to reply to the assessments done by BOP-IPOPHL on the patentability of their work, as well as the opportunity to improve their applications (e.g., amendments, claims, etc.) Furthermore, faster patent protection processing means inventors can commercialize their technology at earlier dates.

The ESR was inspired by the European Patent’s Office (EPO) practice of issuing ESRs. So far, BOP-IPOPHL is the only ASEAN state implementing the ESR in patent applications.

The ESR is sustained through an automated system as an effective monitoring system and through monthly monitoring by the division chiefs; monthly reporting of the performance of the examining divisions to the Management Committee and division chiefs; and the even distribution of applications to examiners within the divisions. For example, when an uneven load of applications is due for examination, some are delegated to related divisions.

Milestones

The IPOPHL is the only medium-sized IP Office that implements the ESR. Despite its institutional limitations, the BOP-IPOPHL, through the ESR, was able to issue 146 SRs of 182 applications filed from July – Dec 2017 and 191 of 239 from January – June 2018.

Organization

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

Best Practice Focus Area/s

Strategy, Citizens / Customers, Operations

Year Implemented

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

This is a GBPR for COVID-19 Response entry

Summary

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

Background and Problem

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

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

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

Solution and Impact

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

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

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

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

Milestones/Next Steps

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

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

Organization

City Government of Parañaque

Best Practice Focus Area/s

Strategy, Citizens / Customers, Operations

Year Implemented

19 March 2019

This is a Recognized Best Practice

Summary

The City Government of Parañaque implemented the Project Express Lane Operation (ELO) as part of the reform strategies to address the current pressing issues and concerns on local permits and licenses while improving the City’s responsiveness to increase business and consumer confidence delivery of public services. The Project successfully simplified and integrated all concerned departments and office processes into three procedures: application, payment, and releasing. The Project was institutionalized with Executive Order 18-14 dated 24 May 2018, 4 days before RA 11032 was enacted.

Background and Problem

The Government of the Philippines has been advocating for reducing red tape in both national and local governments since 2001. The government issued a directive to reduce the number of procedures and requirements in every government transaction to achieve a business-friendly and investor climate following the country’s performance in various global competitiveness reports. The issuance of Executive Memorandum Order No. 117, series of 2003, served as the preliminary legal basis of the local government to simplify and rationalize the distribution of local permits and clearances such as business permits, building permits, certificates of occupancy, and other clearances in terms of documentary requirements, procedures, processing time, signatories, and costs.

Following the directive of the national government to further streamline regulatory processes and requirements in local permits and licenses and improve the country’s competitiveness ranking, the Project ELO Team has identified the following challenges: 1) process complexity, i.e., multiple forms/documentary requirements/signatories, redundancy in requirements, 2) high cost of doing business, 3) the number of unregistered business establishments, 4) inter-department collaboration/coordination, 5) harmonization of policies and regulations at the national and local level, 6) building trust and confidence between local government and customers/taxpayers.

Solution and Impact

The City Government of Parañaque, through the Business Permits and Licensing Office (BPLO), conducted a series of consultations and workshops to understand and map out the process and requirements relative to the business permitting process. A detailed Department Analysis Process Observation and Action Plan were presented to the local chief executive (LCE).

Project ELO 2.0 was launched as an enhanced system to integrate the occupational permit process and use technology-enabled applications and systems to promote the digital economy at the local level. The Project also introduced innovative features on unified application forms and requirements, co-locating all departments/offices, including BFP, integration of barangay clearance, one-time assessment, payment, smart kiosk machine, document management system, and application tracking system.

• Reduction of procedures and time from 19 steps, seven days in 2013 to 3 steps, one day in 2019
• Increase in business tax and fees collection from 1.041B in 2013 to 3.023B in 2019
• Increase in business registrations: From 23,447 to 26,945 or increase of 15% or 3,498 new business registrations in 2019.

Milestones/Next Steps

• The City Government implemented Executive Order No. 018, series of 2013, to create an interdepartmental task force that will manage, execute, and enforce business-related reforms to reduce the number of procedures from 19 to 4, processing time from 7 to 3 days, and signatories from 3 to 1
• By 2016, the administration’s 10 Point Socio-Economic Agenda emphasized the need “to increase competitiveness and ease of doing business” by addressing bottlenecks in business registration at the national and local governments.
• Institutionalization of the BPLO under Ordinance No. 17-43 dated 14 December 2017
• Institutionalization of the Project ELO under Executive Order No. Order 18-14 dated 24 May 2018
• This was followed by the passage of RA 11032 or the “Ease of Doing Business and Efficient Government Service Delivery Act of 2018”.
• Development of new features such as Online Appointment System, Online Business Application, Use of Online Courier and Delivery Services, Adoption of e-Payment Facilities, and e-Receipts for local government transactions.

Title

Effective Resource Generation and Mobilization: An Inclusive and Transformative Solution for Tumauini’s Development (eRemit)

Organization

Municipal Government of Tumauini, Isabela Best Practice Focus Area/s: Leadership, Strategy, Operations

Year Implemented

January 2016

Summary

To accelerate the development and progress of its municipality, the Tumauini LGU implemented
the Effective Resource Generation and Mobilization: An Inclusive and Transformative Solution for Tumauini’s Development program (eRemit), which organizes the sourcing and distribution of municipal funds to effectively and efficiently implement the priority programs, projects, and activities identified in the local administration’s approved development plans.

Background and Problem

Before adopting eRemit in 2016, the pace of development of Tumauini was slow, as the LGU was too dependent on its 20% Development Fund (DF), which proved to be insufficient for financing the development initiatives of the local administration, especially while collections of locally-sourced revenue were extremely low.

Due to this situation, the LGU was unable to implement its planned programs and projects, which were deemed necessary to address the issues and concerns of its constituents. This has resulted in the continued prevalence of long-standing problems such as high poverty incidence, unemployment, poor quality of education, increased morbidity and mortality rates, low agricultural productivity, inefficient public service delivery, lack of access to economic activity, and the vulnerability of communities during disasters.

Solution and Impact

To effectively respond to the myriad problems plaguing their community, the Tumauini LGU developed eRemit to best manage and mobilize the municipality’s available funds towards attaining inclusive growth and development. This allows the LGU’s various units to implement their priority programs, projects, and activities with the confidence that they would have the resources needed to see them through.

The different practices instituted through eRemit are as follows:

1. Establishment of organizational credibility for collaborative partnerships. The municipality strives to maintain its Seal of Good Local Governance (SGLG) and Seal of Good Housekeeping (SGH) as proof to stakeholders of the LGU’s integrity and quality performance.
2. Formulation of development plans for collaborative partnerships. All projects requested for funding are contained in the approved development plan and identified and prioritized during consultations with stakeholders. Active participation and shared decision-making among stakeholders are also ensured during the planning process.
3. Creation of Resource Mobilization Technical Team (RMTT). The Tumaini LGU’s RMTT is composed of the Municipal Mayor as Chairman, and its members are the Municipal Administrator, Municipal Engineer, Municipal Agricultural Officer, Municipal Planning and Development Coordinator, Municipal Social Welfare and Development Officer, Public Employment Service Officer, and Local Economic and Investment Promotion Officer. They are tasked with preparing project requirements such as proposals, financial statements, detailed engineering designs and programs of work for infrastructure projects, beneficiary profiles, and other documents for submission to a wide range of potential donors for their consideration during budget preparation.
4. Establishment of strong leadership and linkage with resource providers/investors. The Municipal Mayor and the RMTT submit their proposals to possible resource providers, opening doors for potential partnerships. The LGU maintains a directory of NGAs and private sector organizations as potential donors for proposed projects and future undertakings.
5. Creation of the Project Monitoring Committee(PMC), Inspectorate Team (IT), and Project Implementation Team (PIT) via Executive Order. The establishment of PMC, IT, and PIT further enhance good governance through clear, transparent, accountable, and responsive public service delivery.

Once the LGU receives the funds, the PIT immediately implements the project as stipulated by municipal policy or the Memorandum of Agreement with the project’s donor. The PMC monitors the project, identifies issues and recommends remedial actions, prepares reports, and updates the MDC on the status of project implementation. The IT conducts a preliminary inspection if the project reaches an accomplishment of 95% of the total contract amount and submits a project punch list to the contractor in preparation for final project turnover.

All resources mobilized are monitored by resource partners, technical teams, and beneficiaries for accountability. The fund utilization and project status are posted in the Full Disclosure Policy Portal of the Department of the Interior and Local Government (DILG), as well as on bulletin boards located in three conspicuous places within the municipality. With the LGU’s full compliance with these requirements, the relationship with resource partners is fostered for mutual trust and benefit.

The immediate impacts of the resource mobilization efforts are as follows:

1. Increased literacy rate from 88.73% to 99%
2. Increased percentage of concreted roads from 21.12% to 90%
3. Sustained zero maternal mortality rate
4. An average increase in capital investment of 5.6%
5. Increased tourist arrivals (ranked 8th in Region 02 in 2018)
6. Decreased in the unemployment rate from 39.9% to 5.4%
7. Decreased poverty incidence from 27.60% to 15.60%

The continued implementation of eRemit is projected to lead to Tumauni attaining cityhood in about five to eight years, with a competitive economy and growing tourism industry. The quality of life in the municipality has increased dramatically thanks to the projects implemented through eRemit, and the community’s goals are attained due to sharing resources and sustained good governance.

Milestones/Next Steps

The total funds from various resource partners from 2016-2020 under the eRemit amounted to Php 3,775,732,056.73. Included in this amount are the following:

On Infrastructure:

1. Concreted 73,108 m. of local roads/farm-to-market roads=PhP507,682,482.54
2. Construction of 75 m. Dy-Abra overflow bridge=PhP44,221,629.63
3. Opening of 3.7 kms of access road in Antagan 1st=PhP41,000,000.00
4. Purchased 7 heavy equipment for infrastructure projects=PhP10,618,000.00

On Economic Development:

1. Constructed a public market facility=PhP100,000,000.00
2. Constructed 18,300 m. concrete irrigation canals=PhP210,977,851.04
3. Constructed 4 SWIPs=PhP45,120,157.05
4. Implemented livelihood programs benefiting 2,773 displaced workers=PhP27,247,050.00
5. Constructed 2 multi-purpose tourism buildings=PhP5,200,000.00
6. Constructed 1 cooperative building with fishpond facility=PhP3,500,000.00
7. Provided 11,529 bags of palay hybrid seeds, 6,865 bags of hybrid corn seeds, and 1,770 bags of fertilizers that benefited 5,677 rice farmers and 6,865 corn farmers=PhP42,482,800.00
8. Provided 195 fishing equipment (boat and gears) to 175 fishermen including dispersal of 783,000 fingerlings to 244 fishpond owners=PhP1,465,000.00
9. Provided economic relief assistance to 2,667 farmers=PhP124,707,500.00
10. Constructed 8 MPDP=PhP2,660,000.00

On Social Development:

1. Constructed of 291 classrooms=PhP559,728,727.58
2. Phase Construction of Multi-Purpose Building (Gymnasium)=PhP60,000,000.00
3. Constructed a regional evacuation center=PhP70,158,202.57
4. Constructed 5 waters systems=PhP49,138,309.64
5. Repaired the Tumauini Cultural and Sports Center=PhP17,705,906.26
6. Constructed a 16-bed hospital building=PhP15,250,000.00
7. Constructed 3 IDA health centers with lying-in clinic=PhP7,690,000.00
8. Implemented supplemental feeding program benefiting 3,194 undernourished children=P5,749,973.24
9. Purchased 1 ultrasound machine with complete accessories=PhP2,688,000.00
10. Repaired 26-day care centers=PhP2,614,029.28
11. Constructed 1 hospital dormitory=PhP2,500,000.00
12. Purchased 2 fiber boats for search and rescue operations=PhP1,800,000.00

On Environmental Management:

1. Constructed 5,361 linear meters concrete drainage canal=PhP321,599,937.85
2. Constructed 4 flood control systems=P130,000,000.00
3. Established 10-hectare SLF facility=PhP8,754,776.00
4. Purchased 2 units garbage compactors and 1 unit crawler loader for SLF=PhP6,100,000.00
5. Constructed 2 mini parks=PhP400,000.00

On Institutional Development:

1. Phase Construction of New LGU Multi-Purpose Building=PhP79,999,822.32
2. Constructed 13 barangay multi-purpose buildings=PhP31,500,000.00
3. Constructed three office buildings and one staff quarter for NIA-TIS employees=PhP107,200,000.00

The total resources mobilized were commended during the 2019 SGLG National Validation. For the second time, Tumauini was conferred with the prestigious SGLG by the DILG on November 4, 2019, at the Manila Hotel. The LGU also passed the SGH due to its full compliance with FDPP, which entitled the LGU with a Performance Challenge Fund (PCF) subsidy amounting to P2 Million in 2018 and P3.2 Million in 2019.

At present, the Municipal Mayor, who is also the President of the Isabela Chapter of the League of Municipalities of the Philippines (LMP), is helping other LGUs by sharing the best practice and endorsing them to different resource providers with whom the Tumauini LGU has established strong partnerships so that they too can request funds for their planned and unfunded programs and projects. The LGU shall endeavor to expand its resource mobilization partnerships not only at the local and national levels but also internationally with the endorsement of the Regional Development Council (RDC) for Region II and the national government, especially for proposed big projects, such as a hydropower facility and a small-scale dam, for the continuous growth and development of the municipality.

Title

DOLE Online Systems

Organization

Department of Labor and Employment (DOLE)

Best Practice Focus Area/s

Strategy, Measurement, Analysis and Knowledge Management, Operations

Year Implemented

2014

Summary

The Department of Labor and Employment (DOLE) Online Systems is a collection of digitalized services, particularly around the task of labor inspection (LI). Included among the Online Systems are (1) the Labor Inspection-Management Information System (LI-MIS), which allows for decision-making, coordination, control, analysis, and visualization of information on labor laws compliance; (2) the Joint Monitoring System (JMS), which generates joint monitoring findings and critical details like rates in initial compliance and compliance after correction; and (3) the Establishment Reporting System (ERS), which streamlines the documents and reports required from establishments in the private sector.

Background and Problem

In 2009, DOLE, through the Bureau of Working Conditions (BWC), requested the International Labor Organization (ILO) for an audit of the Philippines’ LI processes. The findings and recommendations of the audit were then used by the Department to support the preparation of a performance improvement plan to reform, revitalize, and restructure the entire LI system.

One of the recommendations was to address the time required for labor inspectors to undertake a practical inspection by eliminating identified time wasters. According to 2020 data from the Philippine Statistics Authority (PSA), DOLE had less than 200 labor inspectors against around 784,000 establishments. The disparity is significant, making it so that each workplace is inspected on average only once every 16 years. This low coverage and limited LI capacity of DOLE raises the need to reform and provide further support to LI in terms of policy, human resources, and technological intervention.

Establishments were still required to report to DOLE during the COVID-19 pandemic even though community quarantine travel restrictions and transportation limitations were in effect. This hastened the need for DOLE to provide contactless services, pushing them to create online platforms to submit several administrative documentary requirements mandated under the Labor Code and other relevant laws and standards. Pandemic conditions also brought about an urgent need for policy changes to ensure the safety and health of the public.

With the official declaration of a state of calamity through Proclamation No. 929, many establishments were forced to temporarily suspend operations or implement other work arrangements in compliance with government restrictions during community quarantine. This left many employers with no choice but to lay off workers or permanently close due to losses in income, creating an influx of requests and submissions to DOLE from more than 100,000 establishments, reporting and affecting over three million workers.

Solution and Impact

From these circumstances and their findings from the audit, DOLE updated and digitalized their services, particularly in LI. These Online Systems allow for more comprehensive and timely service delivery, allowing the Department to address the concerns about its own shortage of inspectors as well as the complications brought about by the COVID-19 pandemic.

The Labor Inspection-Management Information System (LI-MIS)

The LI-MIS is the information system now being used by DOLE for its decision-making, coordination, control, analysis, and visualization of information on labor laws compliance. It is an online, web-based application that utilizes information technology to transmit and process real-time labor inspection data collected from the field using an electronic checklist. It further improved the collection and sharing of information, administrative transparency, and accountability. LI-MIS also consisted of a more proper, precise, and vast data coverage, improving the Department’s capacity for advisory and technical assistance on LI matters.

The development of the LI-MIS was also accompanied by a major reform agenda which shifted DOLE’s compliance monitoring policy from a purely regulatory model to a progressively developmental system to achieve a culture of voluntary compliance with labor laws and ensure expeditious and non-litigious settlement of disputes through settlement as a primary mode of disposing of labor cases. Before the policy shift, there had been no significant changes on labor standards compliance given the little coverage of inspection, low participation, and the need for advocacies and capacity building of stakeholders.

Additional labor inspection personnel were also requested to ensure broader coverage. This increased staffing complement, combined with revised job descriptions, labor inspector positions, upgraded training programs, and information campaigns, was essential in reaching substantial compliance to labor standards.

The Joint Monitoring System (JMS)

Before the JMS, the department relied on Google Forms to submit monitoring reports. But with the JMS in place, the department now has its own mechanism of generating joint monitoring findings and critical details like rates in initial compliance and compliance after correction. Regional implementers could now also create data and manage their performance. This allowed regional offices to provide data and better coordinate with other government regulating agencies in their jurisdiction.

Establishment Reporting System (ERS)

Lastly, the Establishment Reporting System (ERS) was created to streamline the documents and reports required from establishments in the private sector. Several administrative requirements will be submitted through this site as a central platform. Through this system, employers no longer need to physically submit establishment reports to DOLE since reportorial requirements can be completed remotely through the ERS. This ensured the safety of DOLE employees and minimized the risk of contracting the virus since the need for physical contact has been removed in this process.

Milestones/Next Step

In 2019, the Bureau of Working Conditions received a Special Citation for Best Practice for the LI-MIS program. Best practice was defined as a novel policy or program that improved operational processes or methods and contributed to achieving organizational goals. This recognition was under the Most Innovative Office Award during the 86th DOLE Foundation Anniversary.

Title of Productivity and Innovation Initiative

Mauban eLearningVille

Implementing Agency

Municipal Government of Mauban, Quezon

Year Implemented

2011

Theme/s

Digitization & New Technologies

General Description

Mauban eLearningVille is the Technology for Economic Development (Tech4Ed) Center of the Municipal Government of Mauban, Quezon. It was established on September 22, 2011, through Sangguniang Bayan Resolution No. 08-2011, as a Public-Private Partnership Program of the Mauban LGU, Quezon Power Philippines Limited. Co., PLDT, the Department of Science and Technology-Information and Communications Technology Office (DOST-ICTO), National Computer Center (NCC), University of the Philippines Open University (UPOU), the Representative of Quezon Province’s first congressional district, and the Philippine Community eCenter Network, Inc.

Background and Problem

Mauban is a first-class coastal municipality in the northeast section of Quezon Province composed of 40 barangays, 10 of which are located in urban areas. Although the municipal government offers various initiatives to provide quality education for all, ICT education was said to be very limited due to the absence of ICT facilities, equipped trainers, and the lack of access to the Internet. In 2011, several computer shops emerged in the municipality. However, these facilities were not conducive to learning given that most are set up primarily for online gaming. This paved the way for the introduction of the Mauban eLearningVille to address the digital divide and contribute to the digital literacy of residents in the municipality.

Solution and Impact

Mauban eLearningVille serves as the ICT hub in Mauban providing constituents with affordable Internet and computer access, ICT skills training opportunities, and free co-working space for webinars and virtual meetings. Most of the clients are barangay leaders, NGOs, and farmers who do not have access to the Internet. The center also conducts basic digital literacy training and various other skills training and seminars, such as English as a Second Language (ESL), MS Office Applications, Adobe Photoshop, and many others. It has helped individuals from different walks of life, including teachers, students, senior citizens, indigenous people, and persons with special needs. Mauban eLearningVille also supports the LGU in developing information, education, and communication (IEC) materials, such as emergency hotline stickers for all households within the municipality, brochures, manuals, and tarpaulin announcements among others.

The Tech4Ed Center also renders other ICT-related services for the LGU. In partnership with the Municipal Agriculture Office (MAO), Mauban eLearningVille facilitates the encoding of application forms of over 1,000 fisherfolks and coconut farmers in the municipality for the Registry System for the Basic Sectors in Agriculture (RSBSA), which is a registry of farmers, fisherfolk, and farm laborers that serves as a basis for the identification of beneficiaries of Bayanihan Act II subsidy and other agriculture-related programs and services of the government.

In partnership with DSWD, the center also helped expedite the printing and distribution of the Social Amelioration Program (SAP) forms to over ten thousand families in the municipality during the pandemic. To enable efficient contact tracing, it also facilitated the processing and issuance of Authorized Person Outside Residence (APOR) IDs for teachers in Mauban who are residing outside the municipality. The center was also in charge of issuing travel clearances, Municipal Inter-Agency Task Force (MIATF) IDs, and BIR forms.

Mauban eLearningVille also supports the Teachers Development Program/En­hanced Continuing Education Program for Mauban (TDP/eCEP4Mauban) of the UPOU, in collaboration with Quezon Power Philippines Limited Co., the Department of Education Division of Quezon Province (DepEd-Quezon), and the UPOU Foundation Inc., which aims to improve the quality of education in Mauban by providing scholarship grants for public school teachers and government employees who desire to pursue graduate studies in UPOU. The center provides facilities for the ICT needs of the scholars and functions as their enrollment and examination center.

To date, Mauban eLearningVille continues to serve as the training arm of the LGU in equipping the unemployed members of the community with relevant ICT skills needed for employment. The ICT skills training in Mauban eLearningVille is recognized by DepEd-Quezon, hence many trainees who successfully completed the course were able to land a job in DepEd immediately, according to Conchita Marta Mirabueno, Tech4ED Center Manager of the Mauban eLearningVille. She explained, “At first, our aim was just to provide quality education among children in Mauban. [Moreover] this program has helped us a lot in the improvement of our livelihood and our career. There are [now] more empowered men and women in the municipality.”

Milestones

Mauban eLearningVille was recognized as an outstanding Tech4Ed Center during the 12th Knowledge Exchange Conference of the Department of Information and Communication Technology in Pasay City in September 2017. In 2016, it received recognition for its more than five fruitful years in service during the 11th Knowledge Exchange Conference held in Quezon City. In 2015, it was awarded the Most Outstanding Community eCenter (CeC) Innovator for iLevel Up Pa More during the 10th Knowledge Exchange Conference in Bacolod. In the same year, the center won 2nd Place in the DigiBayani Award for Digital Literacy by Intel Philippines. In 2012, it became one of the finalists for the Most Outstanding Community eCenter during the 8th Knowledge Exchange Conference in Davao City. In 2013, it was a finalist in the 1st Global Telecentre Awards during the 9th Knowledge Exchange Conference at SMX Convention Center.

Testimonial

“Ang mga magulang ko po ay nangangalakal lamang ng basura, kung hindi po dahil sa eLearning, hindi ko po magagawa ang mga school projects ko dahil wala kaming pera pambayad sa internet shop, dahil po mura sa kanila at bukas araw araw kaya naipaasa ko po ang mga school requirements ko on time”.

Ms. Zara Luma (2016), SHS student

“I had zero knowledge in [using] computer and I joined their 10 days digital literacy for teachers. I used it in my demo teaching when I applied for ranking at DepEd Quezon, luckily, I got a perfect score of 10 because of the knowledge I learned and used during the demo. Now I am a permanent secondary teacher at Dr. Maria D. Pastrana National High School.”

Rhianne Carla M. Gandia (2016), Teacher applicant

“Wala po kaming computer at Internet sa bahay kaya malaking tulong po sa tulad kong estudyante ang eLearningVille. Nakakagawa po ako ng mga research at nakakapag-submit ng assignments and projects dahil open ang eCenter mula 8:00 AM hanggang 9:00 PM. Nabibigyan din po ako ng free access dahil sa madalas kong paggamit ng computer dito sa eCenter. Kaya naman lalong malaking tulong sa ‘kin at sa pamilya ko.”

Nicole Adriano Princess Jade Calleja, Student

References

Aman, J. (2018). (rep.). Mauban eLearningVille Nomination Form.
Mirabueno, C. (2018). Mauban eLearningVille. Quezon; Mauban.

Romualdo, A. (2018, May 2). Making ripples in Mauban. University of the Philippines. Retrieved from https://up.edu.ph/making-ripples-in-mauban/

Municipal Government of Mauban, Quezon. (2018). Mauban eLearningVille. Retrieved from https://www.youtube.com/watch?v=FdItsy5Fr4U&ab_channel=MaubaneLearningVille

Verena, R., & Gelisan, L. (2019, September 2). Teacher development program stakeholders renew partnership. University of the Philippines Open University. Retrieved from https://www.upou.edu.ph/news/teacher-development-program-stakeholders- renew-partnership/

Title of Productivity and Innovation Initiative

Baguio Contact Tracing Ecosystem

Implementing Agency

City Government of Baguio, Benguet

Year Implemented

March 2020-Present\

Themes

Management for Productivity, Quality, and Agility, Digitization & New Technologies, Perspectives on Productivity, Governance, and Development

General Description

The City Government of Baguio developed the Baguio Contact Tracing Ecosystem to serve as the main platform for implementing its plans and strategies against COVID-19. The system harmonizes seventeen cluster areas headed by health professionals with about 20 to 40 members per cluster, using epidemiological analysis to study the spread of the virus across the population. The organizational framework also includes an auxiliary team composed of police officers, investigators, and medical technicians.

Background and Problem

Through the years, the Baguio LGU has dealt with numerous infectious diseases such as Severe Acute Respiratory Syndrome (SARS), meningococcemia, vaccine-preventable diseases, food and waterborne diseases, and dengue through the effort of the Health Services Office (HSO) City Epidemiology and Surveillance Unit (CESU). Learning from these past outbreaks, the CESU has emphasized contact tracing as an essential tool for public health. However, despite myriad reasons to establish a contract tracing system, such as the 2005 Meningococcemia outbreak which severely affected Baguio’s tourism industry and the fact that more than 70 Filipinos dying every day due to tuberculosis, the necessary technology has not been given much attention in the Philippines until the outbreak of COVID-19.

Solution and Impact

Given his experience as the Director of the Criminal Investigation and Detection Group from 2013 to 2015, Mayor Magalong, in April 2020, gathered the city’s epidemiologists, information technology experts, software engineers, computer programmers, and the police to discuss the development of a homegrown contact tracing mobile application. It took only two weeks of preparatory work to integrate health informatics with information technology, allowing the Baguio LGU to launch the app while simultaneously training the staff on using it.

The contract tracing system is composed of police, doctors, healthcare workers, barangay health emergency response teams (BHERTS), 5-10 swab teams, a lockdown team (composed of lawyers formulating the lockdown order), disinfection teams from the city government and barangays, encoders, analysts, programmers, and technical support. This setup allows other LGUs to easily replicate this system since the city only utilized its existing manpower and resources to implement it.

The Baguio Contact Tracing Ecosystem uses visualizations created by its communications team to make the numbers and information more understandable to the public. It also serves as an operational tool to collect and analyze COVID-19 case data as well as a geographic information system platform. The system can generate reports required by national government agencies such as the Department of the Interior and Local Government (DILG) and the Department of Health (DOH), using IBM Security i2 Analyst’s Notebook software which reveals relationships between a person and the virus across space and time using the ELP (entity-link-property) methodology. This allows the system to show the possible link between COVID-19 cases, from whom the virus originated, and who will be the next person to be infected, which the HSO acts on by instituting preventive and control measures to stop the spread of the virus. Lastly, CESU also uses a Geographic Information System (GIS) to geotag all COVID-19 cases in any area, leading to better decision-making for the city government to ease restrictions.

What sets the Baguio Contact Tracing Ecosystem apart from other contact tracing solutions is that it uses a patient-centered approach that emphasizes the continuity of care from diagnosis, treatment, recovery and even post-illness economic relief. Furthermore, the system is integrated within the LGU’s different offices and units, allowing for the coordination of different efforts in social welfare and public order and safety.

Because of this application, the Baguio LGU was also able to implement evidence-based decision-making to lessen the economic impact of the pandemic, as it was the first LGU to implement granular lockdowns. Residents of the city can confidently rely on a robust and transparent contact tracing system implemented by the LGU, which has also strengthened the value of being truthful, especially when declaring symptoms or the location of possible COVID-19 cases. Lastly, the system has granted the LGU and the city confidence that they could capably manage such large-scale disasters.

The system has also adapted to the shifting context of the pandemic, expanding its services from just contact tracing to scheduling and tracking vaccinations and telemedicine consultations. New features include the generation of paperless vaccination certificates for its citizens and a telemedicine platform.

Milestones

The system was first launched on 20 March 2020 and it can be accessed at http://endcov19.baguio.gov.ph.
On 10 July 2020, the World Health Organization led by WHO Western Pacific Regional Director Dr. Takeshi Kasai and WHO Philippine Representative Dr. Rabindra Abeyasinghe, and DOH Undersecretary Dr. Gerardo Bayugo honored the city and its provincial governments with a field visit to learn about their best practices in managing the COVID-19 pandemic.

The system won third place nationwide as the Best in COVID-19 response in the 2020 Digital Governance Awards organized by the Department of Information and Communications Technology (DICT), Department of the Interior and Local Government (DILG), and the National ICT Confederation of the Philippines (NICP) last 14 December 2020. It was also featured in sharing sessions for Myanmar in January 2021 and South Korea in October 2021.

Testimonials

“On a recent visit to Baguio, I was impressed to see first-hand the system that contact-tracing czar. And Baguio City Mayor, Hon Benjamin Magalong, and his team are implementing to #BeatCOVID19.”

Dr. Takeshi Kasai, Western Pacific Regional Director, World Health Organization, 26 July 2020.

“Baguio City is far ahead in their contact tracing because local officials are working together with health officials. This should be replicated in other LGUs in the Philippines,”

Dr. Rabindra Abeyasinghe, Philippine Representative, World Health Organization.

Sources

Cabreza, V. (2020, May 28). Philippines top stories: Politics, environment, education, trending. Inquirer.net. Retrieved April 8, 2022, from https://newsinfo.inquirer.net/

Department of Interior Local Government Cordillera Administrative Region. (n.d.). 2020 DG award: Baguio is Country’s third best in covid-19 response. Department of Interior Local Government Cordillera Administrative Region. Retrieved April 8, 2022, from https://car.dilg.gov.ph/field-office/dilg-baguio-city-home/19-dilg-baguio-city/88-2020-dg-award-baguio-is-country-s-third-best-in-covid-19-response

World Health Organization. (n.d.). WHO field visit to Baguio City and Benguet Province: Models for contact tracing and covid-19 response in the Philippines. World Health Organization. Retrieved April 8, 2022, from https://www.who.int/philippines/news/detail/29-07-2020-who-field-visit-to-baguio-city-and-benguet-province-models-for-contact-tracing-and-covid-19-response-in-the-philippines