The Makatizen Card showcases how the City Government of Makati successfully addressed issues in improving its service delivery, which was evident during the pandemic. Before its implementation in 2017, the city had to deal with resource redundancy, duplicated processes, and increased costs as it required citizens to present different IDs for accessing social services. This led to duplicated processes, inconvenience, and increased costs for both the constituents and the local government. This redundancy reduced overall productivity and hindered the seamless provision of essential services to the residents. To overcome this, the Makatizen Card was introduced as a unified ID system, consolidating various IDs into a single multi-purpose card. This innovative solution improved access to government services and cash benefits through its GCash integration, optimizing resource utilization and improving service delivery. The Makatizen Card’s efficiency significantly enhanced productivity, transparency, and good governance in Makati City, benefiting over 500,000 residents.


The main challenge revolves around the existence of different platforms used to avail services offered by the City Government of Makati. Firstly, resource redundancy stems from the need for residents to manage various identification cards for accessing social services. This redundancy results in inefficient use of resources, as the same information is stored in multiple databases, leading to increased costs and administrative burden. Secondly, the process of applying for different IDs adds to the difficulty. Residents have to go through multiple application processes, which are time-consuming and cumbersome. This duplication of efforts leads to inefficiencies in service delivery. Lastly, the issuance of multiple IDs creates complexity in government processes and hinders seamless service provision. With different IDs for various services, citizens may face difficulties in availing benefits and accessing public services, leading to confusion and reduced effectiveness in the delivery of essential services.


To overcome these challenges and improve public service delivery, the city government collected qualitative and quantitative data, analyzed process flows, and interviewed Makatizens. The result yielded a need for a unified ID system that significantly reduces the cost of maintaining databases, minimizes residents’ exposure, and accelerates access to social benefits by at least two times. By introducing the Makatizen Card, a unified ID system, the city government was able to enhance and optimize the delivery of public services by consolidating these multiple identification cards into a single, unified ID. Makati City Mayor Abby Binay-Campos emphasizes the importance of data in promoting good governance through the Makatizen Card.

The Makatizen Card is a public-private partnership (PPP) between Makati City, G-xchange, and iBayad Online Ventures, Inc. It is issued to Makati residents aged 18 years and above. The card is valid for five years.

The Makatizen Card

The card allows recipients to receive cash allowances, stipends, and other cash benefits, including those provided under the Makati Health Program (Yellow Card), Senior Citizen program (BLU Card), PWD card, Solo Parent Card, and the Philhealth ng Masa program. By integrating government services and cash benefits through GCash, the card eliminates the need for multiple documents and expedites access to essential services and financial aid. This reduces bureaucratic inefficiencies, minimizes residents’ exposure to physical contact, and significantly improves the productivity and effectiveness of public service delivery.

The Key Features of a Makatizen Card

Specifically, the key features of the Makatizen Card include:

  • Government-Issued ID System: The Makatizen Card is a valid government-issued ID, utilizing near-field communication (NFC) technology for easy identity verification. It eliminates the need for additional documents, making government transactions more convenient. The card includes essential information such as address, gender, blood type, and emergency contact number.
  • Access to Government Services: Integrated with Globe Telecom’s digital payments platform GCash, the Makatizen Card is a virtual wallet. It consolidates multiple programs, enabling constituents to receive allowances, stipends, and monetary benefits. Additionally, it facilitates the payment of fees, taxes, and personal remittances. The latest addition allows senior citizens with BLU Card membership and Makatizen Card holders to enjoy free movies by downloading the Makatizen Virtual Card and presenting the QR code at partnering cinemas.
  • ATM Function: The card acts as an ATM card linked to the GCash account, providing access to funds through ATMs and mobile points of sale (mPOS).
  • Loyalty and Rewards Program: Consistent card usage earns points that can be exchanged for rewards.

Productivity Gains, Outcomes, and Impact

Since its implementation in 2017, the Makatizen Card Program has processed over 160,000 applications and distributed 107,293 cards.

Table 1: The number of Makatizen Card applications and distributed as of 30 June 2023

During the pandemic, the card played a crucial role in providing efficient and contactless distribution of cash aid, benefiting over 500,000 residents. Makati City became a contactless cash aid distribution pioneer, releasing millions of pesos to thousands of residents daily. The Makatizen Card has also facilitated the tracking of COVID vaccine recipients. Makati Resident Ismael Lapuz Maglalang, 63, says he prefers the Makatizen Card to the manual process as it is faster for him to receive benefits from the city government.

The Makatizen Card serves as an innovative solution to enhance service delivery and transparency by streamlining government processes, therefore reducing bureaucratic complexities and ensuring that the local government can do more with fewer resources while providing quality services to its citizens.

Lessons Learned and Challenges in Implementing the Intervention

Implementing the Makatizen Card faced challenges such as collecting valid requirements and managing applicants’ data. The Mayor expressed how important it was to have an accurate consensus of the people that must be organized on the local government unit level, and the Makatizen card and the process of applications allowed to establish that. With the Makatizen Card’s stringent requirements, they found that many constituents either need birth certificates or have the wrong information on their government-issued identification documents or cards. The application process for the Makatizen Card allowed the people of Makati to rectify the fundamental necessities of citizenship and identification.

In addition, initial citizen reluctance was addressed through comprehensive education, emphasizing the card’s purpose of consolidating services for efficient and transparent delivery of essential services.

The vision for the Makatizen Card extends beyond its current scope. The aim is to encompass and integrate all essential information of city residents, starting from birth which means that newborns will also be eligible to receive the card. The Makatizen Card will serve as a comprehensive repository for crucial data such as immunization records, school records, and medical consultations. These details will be stored in a centralized system, enabling the city to track the growth and development of each child effectively. This data-driven approach will facilitate the provision of necessary interventions and support to ensure optimal development for every child in Makati.

By adopting the Makatizen Card, Makati City has improved its social service delivery, simplified processes, and enhanced residents’ access to benefits. This unified ID system is a model for efficient governance and citizen-centric initiatives.


Official Website of the Observatory of Public Sector Innovation. Makatizen Card Presentation. https://oecd-opsi.org/wp-content/uploads/2020/02/Makatizen-Card-Presentation-with-Script_compressed.pdf

Documents from the City Government of Makati. July 2023.


The Marinduque Veterinary Field Hospital (MVFH) is a provincial government initiative to address the challenge of providing timely and relevant veterinary services. The key points of this project include the need for more access to veterinary healthcare in rural areas, limited resources and infrastructure, and low productivity due to the absence of specialized veterinary services. To tackle these issues, the field hospital was established, providing mobile veterinary clinics, veterinary training programs, and improved infrastructure. By decentralizing veterinary services, increasing accessibility, and enhancing the skills of local veterinarians, the project aims to boost public sector productivity by ensuring efficient and effective delivery of veterinary care, promoting animal health, and supporting the agricultural sector in Marinduque.


The main challenge addressed by MVFH is the inadequate access to quality veterinary healthcare services in rural areas. Marinduque, a province in the Philippines, faces significant geographical challenges with scattered and remote communities, making it difficult for residents to access essential veterinary care for their livestock and animals. Barangay Kagawad Davis Troy Alvarico of Maniwaya, Santa Cruz, shares his insights on managing an island community located northeast of the main island of Marinduque.

This challenge also hampers agricultural productivity, which plays a vital role in the province’s economy. Livestock, such as cattle, swine, and goats, are crucial for agricultural livelihoods and food production. However, with proper veterinary services, the health and productivity of these animals can improve, leading to increased agricultural output and income for farmers. Marinduque Governor Presbitero Jose Velasco Jr. also echoes the sentiments of his constituents in the province.

The limited resources and infrastructure available for veterinary services also exacerbate the challenge. The absence of specialized veterinary care and training opportunities in Marinduque limits the capacity of local veterinarians to address complex animal health issues effectively.

The establishment of MVFH helped in addressing these challenges head-on. The field hospital provides mobile veterinary clinics that can reach remote communities, improving access to veterinary care. It also offers training programs to enhance the skills of local veterinarians, enabling them to provide more comprehensive and specialized services. These efforts directly contribute to boosting productivity by promoting animal health, enhancing diesease precention and control, and ultimately improving the economic well-being of Marinduque. Marinduque Provincial Veterinarian Dr. Josue M. Victoria shares the importance of citizen-centered design in providing public services.


The concept started way back in 2004 with continuous upgrading and innovation to meet the ever-changing needs of the time. MVFH addresses the challenge of limited access to quality veterinary healthcare services in rural areas through several innovative features:

  • Veterinary Field Hospital: The field hospital operates mobile clinics that can reach remote communities in Marinduque. By bringing veterinary services directly to these areas, the hospital ensures farmers and pet owners have convenient access to essential healthcare for their animals. This mobile approach is innovative as it overcomes geographical barriers and improves the outreach of veterinary services.
Veterinary Field Hospital Visit in Barangay Ipil, Santa Cruz
  • Capability-building and Information Campaigns: The hospital implements capacity-building initiatives such as training programs and workshops for local veterinary professionals and animal owners. By sharing knowledge and providing education, the field hospital contributes to the development of science-based animal husbandry within the community. This knowledge transfer empowers individuals, enhances long-term agricultural productivity, and promotes responsible pet ownership.
Seminar on responsible pet ownership.
  • Specialized Services: The field hospital offers specialized veterinary services to cater to specific animal health needs. This includes diagnosis, treatment, and preventive measures for various pet and livestock diseases. By providing specialized care, the hospital ensures that pet owners and farmers have access to comprehensive veterinary care that addresses specific challenges faced by their animals. This focus on specialization is innovative as it tailors services to the unique needs of the agricultural sector in Marinduque. The following flowcharts describe the workflow for both pet and livestock animals undergoing consultation and treatment in the field hospital.
Figure 1: Workflow for Clients with Pet Animals
Figure 2: Workflow for Clients with Livestock Animals
  • Collaboration and Partnerships: MVFH collaborates with local government units, non-governmental organizations, and other stakeholders to maximize its impact. By fostering partnerships, the hospital leverages resources and expertise, creating a network of support for veterinary healthcare in the region. The MIMAROPA Initiative, also known as “Sa MIMAROPA ang Pagsugpo sa Rabies Sama-Sama, Hindi Kanya-Kanya,” is a program derived from the successful Marinduque Rabies Eradication Program. Its main objective is to make the entire MIMAROPA region the first rabies-free region in the Philippines. The initiative focuses on collaborative efforts among the provinces of MIMAROPA to create a perimeter defense around Marinduque and implement measures such as mass vaccination of dogs, spaying and neutering, culling of stray dogs, and restricting the movement of unvaccinated dogs. International foundations such as the Japan International Cooperative Agency (JICA) and Humane Society International (HSI) provided support to alleviate the measures by providing technology transfer and equipping the Provincial Veterinary Office through modern spay and neuter programs. The program’s main activity is the surgical removal of the reproductive organs of dogs and cats to prevent the birth of unwanted litters contributing to the overpopulation of unwanted animals that increases the transmission of rabies.
Meeting on the MIMAROPA Initiative.

Productivity Gains, Outcomes, and Impact

MVFH has implemented various programs and services focused on animal health, disease prevention and control, animal welfare, animal production and development, regulatory services, and wildlife rescue.

Before the program was implemented, human deaths due to rabies reached 12 in the late ‘90s. In 2001, six people died due to rabies. The radical approach of MVFH finally resulted in zero human deaths from 2006 up to the present. The province was then officially declared rabies-free in 2012 by the Department of Agriculture, Department of Health, and National Rabies Prevention and Control Committee.

Barangay Ipil Health Worker and Pet Owner Nina Pereda Rocamora and Marinduque Agricultural Technologist Glenn Deligero shared their insights on the importance of the Veterinary Field Hospital in her community.

These initiatives aim to protect the province from the incursion of emerging and existing animal diseases with economic and public health importance while also providing immediate control and management of any possible occurrence of animal diseases or livestock infections. The following measurable productivity gains were recorded:

  • From only 473 dogs and cats vaccinated against rabies in 2007, it increased to 2,885 in 2022, benefiting 2,082 pet owners.
  • From only 150 dogs and cats spayed and castrated in 2012, it has increased to 1,627 in 2022.
  • From 927 livestock animals provided vitamin supplementation in 2003, it has increased to 1,569 in 2022, further enhancing resistance to infection and preventing disease outbreaks, benefiting 898 livestock farmers.
  • From 2,694 livestock animals receiving prophylactic medication in 2003, it doubled to 4,988 in 2022 to further control and eradicate parasitic infestations among susceptible animals, benefiting 2,087 farmers.
  • In 2022, 3,083 livestock farmers were served, and 5,072 different species of animals with various health conditions were treated and prescribed with appropriate veterinary medicine.
  • Intensive serological surveillance was conducted in every barangay and stockyard to expedite sentineling and repopulation of hogs.
  • Awareness campaigns and orientations on rabies prevention were conducted, with 234 posters distributed and 63 orientations held.
  • The veterinary field hospital conducted a pet blessing event, where 184 dogs and cats received check-ups, deworming, and vitamin supplementation.
  • Artificial insemination was performed on 273 sows and gilts, improving swine productivity and efficiency.
  • Animal dispersal programs distributed 4,255 animals, including cattle, carabao, goats, horses, native pigs, and native chickens, benefiting marginalized farm families.

These programs and services have contributed to improving animal health, disease prevention and control, animal welfare, and livestock development in Marinduque province. They have also enhanced the protection of public health and economic stability by ensuring the biosecurity and well-being of animals.

Lessons Learned and Challenges in Implementing the Intervention

Throughout its implementation, several lessons were learned, and potential areas of improvement were identified. One significant lesson learned was the importance of comprehensive disaster preparedness planning. The field hospital faced challenges in terms of logistics and resources during its establishment. It became evident that having a robust contingency plan, including prepositioned supplies and trained personnel, is crucial to ensure efficient response during emergencies. Additionally, the experience highlighted the need for effective coordination and collaboration among relevant stakeholders, such as government agencies, local communities, and veterinary organizations. Strengthening partnerships and establishing clear lines of communication can enhance the overall effectiveness of the field hospital. Provincial Public Employment Officer and Pet Owner Alma Timtiman shared the importance of the hospital’s partnerships with other Provinces in the MIMAROPA Region.

Another lesson learned was the significance of community engagement and education. The field hospital faced challenges in reaching remote communities and raising awareness about the services it provided. To overcome this, it was important to involve local leaders and community members in the planning process and design outreach strategies that consider the unique needs and cultural context of the region. By investing in community engagement and education, the field hospital can foster a greater understanding of the importance of animal welfare and create a network of support during emergencies. Marinduque Provincial Agricultural Technician Verona Laylay shares the importance of community engagement and education.

In terms of potential areas of improvement, MVFH could benefit from ongoing training and capacity building for its staff. By staying updated on the latest veterinary practices and techniques for disaster response, the hospital can enhance its ability to provide high-quality care to animals. Additionally, the field hospital could explore the use of technology and data management systems to streamline its operations and improve the efficiency of data collection, analysis, and reporting. This can help in monitoring the impact of the hospital’s services and identifying areas for improvement.

Furthermore, the field hospital could consider establishing partnerships with local veterinary clinics and organizations to expand its reach and capacity. By leveraging existing resources and expertise, the hospital can extend its services beyond emergency response and contribute to long-term animal healthcare in the region. Finally, the field hospital should continue to evaluate its performance and collect feedback from stakeholders to ensure continuous improvement and address any emerging challenges.

Overall, the implementation of MVFH has provided valuable insights into the importance of preparedness planning, community engagement, and ongoing capacity building. By incorporating these lessons and focusing on potential areas of improvement, the field hospital can enhance its effectiveness and significantly impact animal welfare during emergencies.


Benosa, D. J. A. (2016, September 30). 2 island municipalities of Romblon declared as rabies-free, Marinduque among Best Rabies Program implementer. Department of Agriculture MIMAROPA. https://mimaropa.da.gov.ph/media-resources/news-and-events/2-island-municipalities-of-romblon-declared-as-rabies-free-marinduque-among-best-rabies-program-implementer

Stranded na sunfish sa Marinduque Sinaklolohan ng mga mangingisda. ABS-CBN News. (2021, July 21). https://news.abs-cbn.com/news/07/21/21/stranded-na-sunfish-sa-marinduque-sinaklolohan-ng-mga-mangingisda?fbclid=IwAR08AafqBfcb2g0iWnPqBn0Vc-6MIBV55hCqpGoUQPskhJPkaUW56qBrRLU


Project TEACH is an innovative program in Mandaluyong City that provides therapy, education, and assimilation for children with disabilities. The program has served over 1,200 children since its inception in 2007, with a variety of disabilities ranging from autism to cerebral palsy. One of the main challenges faced by the program was the integration of mainstreamed students into regular schools. However, through the years, Project TEACH has been able to achieve significant progress in mainstreaming students, with over 900 students mainstreamed since 2011. The program’s success can be attributed to its holistic approach, providing therapy and education for the children, as well as support for their families. The program has received numerous awards and recognitions, including the United Nations Public Service Awards, Galing Pook Awards, and the People Program of the Year Award by the People Management Association of the Philippines.


Before the program’s implementation, children with disabilities in Mandaluyong City were not receiving the specialized attention and care they needed to develop academically and socially, which limited their ability to participate fully in society. This issue was further compounded by the stigma associated with disabilities in the Philippines, which made it difficult for families to access appropriate resources and services.

The teachers and volunteers help students finish their artwork during their sessions.

Project TEACH was designed to address these challenges by providing a comprehensive program that integrates education, therapy, and community support for children with disabilities. By doing so, the program has helped to improve the productivity and quality of life for children with disabilities, enabling them to develop their skills, talents, and interests, and to participate more fully in society. This has also helped to break down some of the social and cultural barriers that previously existed, promoting greater understanding and acceptance of individuals with disabilities in the Philippines.


Project TEACH addresses the challenge by investing in the development of children with disabilities. The program recognizes that by providing specialized support services, these children will be able to reach their full potential, become productive members of society, and contribute to the overall productivity of the community.

By providing access to a network of free medical, rehabilitative, educational, and related services, Project TEACH promotes good governance and restores public trust by ensuring that even the most vulnerable members of the community are taken care of. Proactively collaborating with stakeholders such as private sector organizations, relevant government agencies, and beneficiaries, the project team is minimizing the waste of resources as the interventions are tailored according to the needs of the children and their families. By doing so, the project proponents can maximize resources and do more with less, benefitting the entire community.

The students of Project TEACH show their artwork in front of the purpose-built facility in Mandaluyong City.

According to Jeanne Marie Angelica T. Nahial, a teacher at Project TEACH, one of the program’s innovative features is its focus on bringing diagnostic and therapy services closer to Mandaleños.

Project TEACH has implemented several innovations to promote the education and well-being of children with special needs in the Philippines. These innovations include:

  • Mandaluyong Center for Alternative Rehabilitation and Education Services (Mandaluyong CARES). Mandaluyong CARES is a non-profit facility that provides physical, occupational, speech therapy, and special education (SpEd) services to indigent special children in Mandaluyong City. The center advocates early intervention to promote the optimum functioning of the child and is rooted in the Community-Based Model, which promotes the empowerment of the client and the family toward community integration. This center serves as a hub for early intervention and provides a comprehensive range of services including physical, occupational, speech therapy, and SpEd services to special children from indigent families in Mandaluyong City. The key components and activities of this facility are as follows:
    • User needs assessment: The proponents of Project TEACH assessed the local community and identified the need for a center that catered to the rehabilitation and education needs of special children from indigent families.
    • Fundraising: They sought financial support from local government units, non-profit organizations, and other stakeholders to establish and sustain the center. They secured necessary resources such as therapy equipment, educational materials, and qualified staff.
    • Partnerships: The proponents collaborated with relevant organizations, such as hospitals, schools, and community groups, to ensure a holistic approach to rehabilitation and education services. They built partnerships that provided expertise, referrals, and support.
    • Purpose-built building: They constructed a building that is conducive to providing therapy and educational services. The facility is a child-friendly infrastructure that is accessible both to the children and their families.
    • Human resources: The proponents hired skilled professionals such as therapists, SpEd teachers, and support staff who are passionate about working with special children. They provided training and continuous professional development opportunities to enhance their skills and knowledge.
    • Program development: They tailored therapy and educational programs to meet the unique needs of each child. They conducted assessments to identify areas of improvement and developed personalized plans to maximize their potential. This helps ensure that project resources are optimally utilized.
    • Early intervention strategy: The proponents emphasized the importance of early intervention by providing services to children as early as possible. They offered screenings, evaluations, and interventions that focused on early developmental milestones.
    • Community and family engagement: They involved families and communities in the rehabilitation and education process. They provided support, education, and training to parents and caregivers to empower them in assisting their children’s progress.
    • Monitoring and evaluation: The proponents established a system to monitor the progress of children and evaluate the effectiveness of the services provided. They used outcome measures and feedback from families to continuously improve the programs.
Project TEACH’s Algorithm, which explains its Service Delivery Network in Filipino.
  • Clustering Scheme. As part of Project TEACH, a clustering scheme was implemented to enhance the delivery of Special Education (SpEd) programs. The scheme involved regrouping students in SpEd programs into more homogenous sections and assigning specialty or focus curricula/programs to each public school in the city with SpEd programs. By implementing this scheme, schools were able to specialize in addressing the specific needs of each disability, ensuring that students receive targeted support tailored to their requirements. This cost-effective approach enabled schools with limited resources to accommodate a greater number of students in need of these specialized services. The key activities of the clustering scheme included the following:
    • SpEd Program Assessment: The proponents of Project TEACH evaluated the current SpEd programs in their city or region to understand the capacity and resources available in each school. They identified schools that could benefit from a clustering scheme to optimize resources and accommodate more students with special needs.
    • Identification of homogenous sections: They analyzed the demographics, learning needs, and abilities of the students in SpEd programs. Based on this information, they regrouped the students into more homogenous sections to facilitate targeted instruction and support.
    • Assignment of specialty curricula/programs: They developed specialty or focus curricula/programs that aligned with each group of students’ specific needs and strengths of each group of students. This involved partnering with experts in the field, adapting existing programs, or creating new materials tailored to the identified areas of focus.
    • Collaboration with schools: The proponents engaged with public schools in the city to establish partnerships and secure their commitment to implementing the clustering scheme. They discussed the benefits of the approach, emphasizing how it could help schools better allocate resources and enhance support for students with special needs.
    • Capability development and support: They conducted training sessions for teachers and staff involved in the SpEd programs to ensure they understood the objectives and strategies of the clustering scheme. They offered ongoing support and professional development opportunities to enhance their capacity to deliver effective instruction and support to the students.
Visualization of the Clustering Scheme which leads to the efficient use of school resources.
  • SpEd Educational Placement. This is an annual evaluation of children with special needs to determine the appropriate educational program that best suits their skills, performed by the SpEd Teacher and Mainstreaming and Inclusion Coordinator.
Meeting of teachers, parents, and volunteers for the clustering and placement scheme in Mandaluyong City.
  • High School for the Hearing Impaired. This was established to cater to teenagers for proper accommodation and placement located in Eulogio Rodriguez Integrated School, one of the partner public schools of Project TEACH.
On-going class of the High School for the Hearing Impaired.
  • Kitchen Specials (KS). KS is a vocational program that addresses young adult beneficiaries’ need for vocational training of young adult beneficiaries. Through the program, public school canteens are now being supplied with healthy and affordable snacks prepared by individuals with special needs. Part of the sales derived from these goods is given to the beneficiaries-students to help augment their family’s income.
Participants and teacher-volunteers present their baked goods that will be delivered to several public schools in Mandaluyong City.
  • Online/Alternative Learning. As a response to the abrupt and profound changes brought about by the COVID-19 pandemic, online and alternative modes of learning were also rolled out. Infographics, modular programs, therapeutic exercises, and fitness videos were utilized, as well as online monitoring, video feedback, and teletherapy sessions. Printed handouts and learning materials were also distributed, and instructional videos were saved on on-the-go flash drives and distributed to those without internet access.
  • Electronic Health Records. This has streamlined data collection and analysis processes, significantly improving efficiency and benefiting the evaluation of children’s progress and the program’s effectiveness. This enables healthcare professionals involved in Project TEACH to access patient records seamlessly, regardless of their location. This is advantageous for children receiving therapy in multiple locations or those unable to visit the clinic regularly. EHR ensures that healthcare professionals have instant access to comprehensive patient information, including medical history, therapy plans, and progress reports, fostering continuity of care. The digitized nature of records eliminates the need for physical storage and minimizes the risk of misplaced or lost files. This enhances data security and safeguards sensitive information, adhering to privacy regulations and ensuring confidentiality. Moreover, EHR facilitates seamless collaboration between healthcare professionals by allowing easy sharing of patient information. This collaboration ensures that treatment plans are well-coordinated and tailored to each child’s needs. By eliminating the need for manual data transfer or relying on fragmented information, EHR promotes effective communication and informed decision-making among healthcare providers and optimizes workflow, and saves valuable time for healthcare professionals.

These innovative programs and services have helped provide better opportunities for children with special needs in Mandaluyong City, promoting their independence, improving their quality of life, and helping them reach their full potential.

Productivity Gains, Outcomes, and Impact

Project TEACH has received several awards and recognitions, including the Development Academy of the Philippines’ Government Best Practice Recognition in 2019, for its success in addressing the needs of children with disabilities and their families. Venus Pedro, a parent volunteer, hopes other LGUs will replicate this program to help those with special needs.

The program has also helped students like Jerico Pedro, who aspire to join the workforce as office clerk. He said he had learned important skills such as encoding and wanted to be an office clerk someday.

Abelardo Apollo I. David, Jr., founder of REACH Foundation and co-proponent of Project TEACH, stresses the importance of documenting the progress to demonstrate success and motivate supporters.

One of the primary outcomes of Project TEACH is the mainstreaming of children with disabilities into regular schools. The number of mainstreamed students has increased steadily over the years, with 186 students mainstreamed in the 2021-2022 school year. The Parent Report on Patient’s Progress also revealed that as of April 2023, 92% of the children who received support from Project TEACH have shown improvement.

The program was able to come up with a citizen-centered approach to the provision of specialized services to children with disabilities by offering a range of interventions tailored to the specific needs of each child. The data shows that the most common disabilities served by the program are Autism Spectrum Disorder (21%) and Intellectual Disability (19%), with Attention-Deficit Hyperactivity Disorder (14%), Global Developmental Delay (12%), Communication Disorder (9%), Cerebral Palsy (7%), and other disabilities making up the remaining 28%.

Project TEACH has demonstrated its effectiveness in improving the productivity performance of the City Government of Mandaluyong by addressing the needs of children with disabilities and their families. The program’s measurable outcomes, including the number of mainstreamed students and the Parent Report on Patient’s Progress, show that it is positively impacting the lives of its intended beneficiaries. The program’s innovative features, such as its holistic approach and active involvement of parents and caregivers, make it a model for other programs seeking to improve the lives of children with disabilities.

Lessons Learned and Challenges in Implementing the Intervention

The project’s success is largely attributed to the partnerships between the local government, non-government organizations, and other external stakeholders. These partnerships allowed for the pooling of resources, sharing of knowledge and expertise, and better coordination of services.

Another important lesson is the need for ongoing evaluation and monitoring of the project’s impact. By regularly assessing the project’s outcomes and making adjustments as necessary, the team can ensure that the project meets its objectives and produces measurable results.

One area of improvement for Project TEACH is the need to address the issue of sustainability. The project relies heavily on external funding, making it difficult to maintain the project’s services over the long term. The team may need to explore alternative funding sources or develop strategies to generate income to ensure the project’s sustainability.

Another potential area for improvement is the need for greater community engagement and participation. The project could involve the families of the beneficiaries more in the planning and implementation of the project. This helps ensure that the project is better aligned with the needs and priorities of the community and that it is more effective in achieving its goals.

Overall, Project TEACH is a testament that innovation in the public sector can rely on something other than high-level technology. By actively involving stakeholders such as the children’s parents and offering fit-for-purpose solutions, the Mandaluyong City Government and REACH Foundation are effectively and efficiently using their available resources for the welfare of their beneficiaries.


Business Mirror. (2021, September 21). Mandaluyong LGU bags PMAP 2021 National Exemplar-People Program of the Year (PPY) in Public Sector Award. Business Mirror. https://businessmirror.com.ph/2021/09/21/mandaluyong-lgu-bags-pmap-2021-national-exemplar-people-program-of-the-year-ppy-in-public-sector-award/

Project Therapy, Education and Assimilation of Children with Handicap (TEACH). Galing Pook Awards. (2012, December 1). https://www.galingpook.org/what-we-do/awards/awardees/project-therapy-education-and-assimilation-of-children-with-handicap-teach/

United Nations. (2015). Project TEACH. United Nations Public Service Innovation Hub. https://publicadministration.un.org/unpsa/database/Winners/2015-Winners/Project-TEACH


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


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

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


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

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

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

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

Productivity Gains, Outcomes, and Impact

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

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

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

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

Lessons Learned and Challenges in Implementing the Intervention

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

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


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

Photos and Other Attachments

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


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


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


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

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

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

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

Productivity Gains, Outcomes, and Impact

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

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

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

Lessons Learned and Challenges in Implementing the Intervention

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

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

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

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


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

Photos and Other Attachments

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


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

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


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

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


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

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

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

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

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

Productivity Gains, Outcomes, and Impact

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

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

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

Lessons Learned and Challenges in Implementing the Intervention

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


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

Photos and Other Attachments:

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


The Municipality of Loon, Bohol faced the challenge of monitoring the implementation of LGU-funded projects across its 67 barangays and safeguarding the collections made by deputized barangay treasurers. To address this, the LGU implemented automated systems collectively called LGU-Barangay (LB) Connect. These systems include the ETRACS, eBUDGET, eNGAS, EDIT, and PMMS applications, which provided an efficient monitoring tool for both the LGU and the barangays, and enhanced collaboration and data sharing for better program implementation. The LB Connect applications also incentivized barangay officials by providing ease in performing their functions, especially in fiscal responsibility and financial reporting. These cloud-based systems were implemented between 2009 and 2017 to promote efficiency, transparency, and participatory project implementation.


The main productivity challenge that the project addressed was the inefficient management of funds and delayed project implementation in the barangays. The lack of proper tracking and monitoring of funds and projects resulted in delayed disbursement of funds, inaccurate financial reporting, and non-compliance with COA regulations. There were instances where funds needed to be correctly classified and transferred, and incomplete supporting documents caused delays in the verification process. The situation was compounded by the involvement of multiple offices in tracking projects, which made coordination and collaboration difficult. The project aimed to address these challenges by providing a data-sharing platform that promotes transparency and accountability in financial reporting and project implementation. The project sought to enhance its capacity to manage funds and ensure timely and accurate reporting by streamlining the process and providing tools and training to barangay treasurers.


The LB Connect initiative addresses the main productivity challenge of a uniform and efficient approach in monitoring the downloaded funds and project implementation of 67 barangays in Loon. It provides a digital transformation platform to the barangay level, which includes ETRACS, eBudget, eNGAS, EDIT, and PMMS. These applications serve as monitoring tools by enhancing collaboration between the LGU and the barangays for better program implementation through data sharing.

The LB Connect initiative is innovative as it triggers the digital transformation in the barangay level, providing value-added features that capacitate the barangay treasurers in their tasks, particularly with compliance to COA rules and regulations. It also provides a data sharing and monitoring interface, providing accurate, timely, and standardized financial reports that help comply with regulatory agencies’ transparency requirements.

The LB Connect initiative’s management strategies include project buy-in, which aligns all stakeholders with the initiative’s need to succeed. Its value-added features help sell the idea to the target market, making it easier to roll out and sustain implementation.

Productivity Gains, Outcomes, and Impact

Implementing LB Connect produced significant productivity gains and outcomes. For instance, the initiative addressed the problems of erroneous classification of funds, delayed project implementation, and incomplete supporting documents, which led to more accurate and timely financial reporting. The system also facilitated compliance with regulatory agencies’ transparency requirements and improved service delivery across the LGU’s departments and 67 barangays.

The system’s innovative features, such as its value-added components, contributed to its success. LB Connect is not just a data-sharing platform but also capacitates the barangay treasurers in complying with COA regulations. The project’s roll out and sustained implementation were due to its value-added features, which were helpful to the barangay counterparts.

Based on interviews with stakeholders, the initiative had a significant impact on end-users and beneficiaries. It enabled the municipal treasurer to monitor unremitted collections and the use of accountable forms by the 67 deputized barangay treasurers, leading to more accurate and timely financial reporting. The LGU management and 67 barangay officials gained a clear monitoring and efficient control of project implementation through the Project Management Monitoring System (PMMS).

Furthermore, the project helped improve the delivery of essential services in different barangays and Loon LGU’s overall performance by automating disbursement processes, tracking budget-related transactions, and improving the recording of collections. The Loon LGU also minimized costs by developing EDIT and PPMS in-house and by using local hosting for the four applications, while PMMS was a cloud-based solution.

In summary, the LB Connect initiative addressed the productivity challenges faced by the Loon LGU and its 67 barangays which resulted in significant productivity gains and outcomes. Its innovative features, value-added components, and cost-saving measures contributed to its success and positive impact on end-users and beneficiaries.

Lessons Learned/Challenges in Implementing the Intervention

Despite the successes of the project, there are still potential areas of improvement that can be explored. One of the main challenges encountered during the project implementation was the computer literacy skills of some of the barangay treasurers. While the LGU provided more computers for the system, some treasurers may still need help inputting data due to their lack of computer skills. To address this, the LGU can provide training programs for the treasurers to improve their computer literacy skills and ensure that they can maximize the benefits of the system.

Another area of improvement is the need for continuous updates and enhancements of the system. While the LGU hired IT professionals to maintain and enhance the system, there is still a need to regularly update and improve the system to ensure that it remains relevant and caters to the needs of the stakeholders. The LGU can establish a feedback mechanism where end-users can provide suggestions and feedback on improving the system and use this feedback to drive continuous improvements.

Finally, the LGU can also explore integrating additional features and functionalities to the system, such as mobile access and data analytics tools. These can further enhance the system’s capabilities and improve the productivity performance of the organization while also ensuring that the beneficiaries can enjoy the benefits of the latest technological innovations.


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

Jhunie Ray Suarez. (2019, August 02). LGU Loon’s ELBI Connect [Video]. Youtube. https://youtu.be/At-taWotfQg

Photos and Other Attachments

Roll Out of eNGAS and eBUDGET of Municipality of Duero
Screenshot of the PMMS Dashboard


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.


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.


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.


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.


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

Department of Agriculture – Philippine Rice Research Institute

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

Gender and Development

Focus Area of the Best Practice

Human Resource

Date the best practice was first implemented

24 June 2016 – up to present

Summary of the Best Practice

The Department of Agriculture – Philippine Rice Research Institute (DA-PhilRice) is effectively mainstreaming gender and development (GAD). As mandated by the Magna Carta of Women (MCW) or Republic Act 9710, GAD serves as a strategy to help eliminate discrimination through the recognition, protection, fulfillment, and promotion of the rights of Filipino women, especially those belonging to the marginalized sectors of society.

In congruence with this, DA-PhilRice mainstreamed GAD in four major entry points in the gender mainstreaming framework: policies, people, enabling mechanisms, and programs/projects/activities. One unique key feature of its implementation is the firm policy and management support resulting in the issuance of several policies that aid in the institutionalization of GAD in its entire operation. Significantly, the policy on integrating gender dimensions into relevant projects and studies spelled the ‘human face’ of rice science in its implementation. In 2019, 30% of total projects were attributed to GAD,35% in 2020, and 47% in 2021. PhilRice catered to 7,863 women and 9,333 men in its development works through training since 2018, and 1,048 women and 1,519 men were reached through its Rice Competitiveness enhancement program since 2019.

Another is the customization of capacity development materials in the context of rice science for development for DA-PhilRice staff for better internalization and integration of GAD in its program, projects, and activities. These customized training materials were also instrumental in the continuity of GAD capacity-building activities despite the onset of the COVID-19 pandemic. To date, 60% of staff completed gender sensitivity training, and 70% of project/study leaders were equipped with gender analysis to ensure that we have a gender-responsive mechanism in fulfilling our mission at PhilRice.

PhilRice ensures that sex disaggregation can be easily analyzed for gender-responsive planning, monitoring, and evaluation purposes in the database management systems. This is a major enabling mechanism in mainstreaming gender in the Institute’s research and development activities.

The Challenge

Due to the lack of mechanism and capability, the DA-PhilRice management found it challenging to institutionalize GAD. Hence, it was only in 2016 that the first GAD mechanism was established, which was the creation of the GAD Focal Point System (GFPS), internally called the GAD Initiatives (GADi) team, comprised of the head of the institute as the chairperson, 1 GAD focal person/coordinator, and ten management committee members at the central office, and branch stations with one support staff as GFPS members.

Introducing GAD in the Institute was a challenging journey as this is new to the staff. Many of the team used to think that was just an additional burden and an added responsibility to them.

On the other side, it was always a struggle to ensure the sustainability of R&D projects. More often, the projects forgot to consider the needs of the clients as well as the gender and social dynamics in the target communities, which could significantly affect the adoption and sustainability of the technology. In the end, many technologies have been developed, but their desired impact on the target beneficiaries takes much work to measure.

Solution and Impact

To implement gender and development (GAD) mainstreaming in the Institute, the organization undertook four critical steps.

Initially, GAD-related policies were issued to facilitate GAD mainstreaming in all PhilRice stations. These policies include the creation of the GFPS, which leads GAD-related efforts in the institute; the creation of a Project Review and Evaluation Committee (PREC), which evaluates all project proposals to ensure GAD inclusion; other policies that create enabling GAD mechanisms; and directives to encourage staff’s participation to GAD-related activities and training. Since 2016, a total of 59 GAD-related policies have been issued by the Institute. These policies are also being adopted in all of PhilRice stations, and one critical adaptation is the creation of local GFPS, which helps ease GAD monitoring in PhilRice as a whole.

Secondly, DA-PhilRice continuously conducts capacity development activities among all staff to sensitize and educate them on GAD concepts and capacitate them on GAD mainstreaming. In line with this, more than 50 training, seminars/orientations, and workshops have been conducted in the Institute since 2017. Through these activities, the Institute managed to capacitate about 70% of all staff on gender sensitivity, gender analysis, GAD agenda, use of Harmonized Gender and Development Tools, and the importance of sex-disaggregated data, among others. Only recently, capacity development activities’ conduct was hampered due to the COVID-19 pandemic. To address this, the Institute developed two customized training manuals on gender sensitivity and gender analysis implemented through online platforms (Google Classroom and Zoom) to continually capacitate the staff despite the limitations of face-to-face interactions. About 163 staff graduated with the asynchronous gender sensitivity training and 38 project leaders and GFPS members graduated with the training on gender analysis.

Another important step is the establishment of GAD-enabling mechanisms in the Institute. These include institutionalizing a sex-disaggregated database to monitor the number of beneficiaries (both women and men in various age groups and communities) reached by DA-PhilRice projects. It is also helpful in crafting specific strategies and interventions to address the client’s needs. As of 2021, about five sex-disaggregated databases are being maintained by the Institute.

A physical and online GAD corner is also established to promote GAD-related information to external and internal clients. All stations are now maintaining one physical GAD corner, and one centralized online GAD corner is housed on the DA-PhilRice website.

Gender-fair language is also promoted and applied in producing various information, communication, and education (IEC) materials. In 2021 alone, about 115 knowledge products were made and distributed to around 2.1 million stakeholders–primarily farmers and rice extension intermediaries.

Lastly, the Institute ensured that its programs, activities, and projects (PAPs) had mainstreamed GAD in its implementation. Every year, a GAD Plan and Budget are crafted to ensure PhilRice PAPs are fully responsive to the GAD mandates and gender issues it has to address. The GAD accomplishment report is also submitted at the end of every year to verify if GAD targets have been met. As mandated by law, at least 5% of the organization’s total budget should be attributed to GAD. DA-PhilRice has achieved and even surpassed this target. As of 2021, percent of GAD attribution in the institute is 38.63%.

In terms of the level of deployment, DA-PhilRice was ranked level three in gender mainstreaming based on the 2019 PCW assessment. This means that GAD-related activities are already institutionalized within the organization.


On policy, the most effective innovation is the empowerment of the management committee on GAD implementation. In other agencies, GAD matters are often left to committees where they need a firm decision and on-the-ground approach to operationalizing GAD in the context of their mandate. AtPhilRice, the management committee reviews and recommends measures to operationalize GAD in research and development activities properly. It is more than lip service or compliance. The commitment to inclusivity and gender equity is explicitly articulated in all our project documents and adequately analyzed and acted on.

Also, the creation of local GFPS across all stations through the issuance of a local memorandum adopted from the one issued in the central office. This speeds up the conduct and monitoring of GAD mainstreaming in the institute.

In terms of capacity development, by far, the most innovative strategy that PhilRice made was creating customized gender sensitivity and gender analysis training manuals. DA-PhilRice packaged this into more relatable content by tailor-fitting it to rice production and agriculture. This made GAD integration into programs, activities, and projects more accessible. In addition, the manuals were also used in asynchronous training to address the needs of time and the limitations of face-to-face interactions due to the COVID-19 pandemic.

On the other hand, the most valuable and innovative strategy for creating enabling mechanisms was using online databasing to capture sex-disaggregated data (SDD). One outstanding example is the Rice Competitiveness Enhancement Fund (RCEF) – Seed and Extension Program database, which records the SDD of RCEF seed recipients and training participants, including other useful information such as age, special needs/disability, affiliation to indigenous communities, among others. These data were used in developing strategies to implement the program better.

Lastly, in integrating GAD into the institute’s programs, activities, and projects, a very effective innovation was the creation of the Project Evaluation and Review Committee (PREC), which assesses all research proposals to ensure GAD integration. These results in a higher number of projects attributed to GAD and generally an increase in the institute’s total percentage of GAD attribution.

Performance & Results

Before GAD mainstreaming was institutionalized at DA-PhilRice, the program and projects of the institute did not consciously incorporate gender and development in its operations. While there might be efforts to make our projects inclusive, there was no means to measure how gender-sensitive or gender-responsive they are or how much of the institute’s budget could be attributed to GAD.

While GAD was institutionalized in 2016, its full-blast implementation only took off in 2017. Based on the annual GAD accomplishment report, from 2017 to 2021, the percentage of GAD budget attribution is increasing. In 2017, 5.36% of the total institute’s budget, or about 27.7 million, was attributed to GAD. It gradually increased to 5.76% in 2018, or 44.8 million. In 2019, it grew to 14.5% – more than twice the 2018 budget attribution – about 111.8 million. Then in 2020, GAD attribution rose to 44.33%, equivalent to 1.6 billion, almost similar to 2021’s 38.63% or around 1.4 billion. These budget figures mean that consultation, equitable participation, sex disaggregation, gender analysis, monitoring, and evaluation were properly integrated with all GAD-tagged projects to ensure equity and inclusiveness. Further, this budget attribution is evidenced by the Harmonized Gender and
Development Guidelines.

GAD mainstreaming at DA-PhilRice also created opportunities for women farmers to be reached by our development programs and projects. One of these is the Rice Business Innovations System (RiceBIS) Community Program, which conducts training on rice production, organizational building and management, and farm business school. Data shows an increasing trend of women’s participation in the said training. For rice production, women trainees comprised 41% of the total participants in 2018, 43% in 2019, 40% in 2020, and 45% in 2021. In organizational building and management, there were 45% of women participants in 2019, 39% in 2020, and 45% in 2021. Meanwhile, on farm business schools training in 2019, around 45% were women, 52% in 2020, and 56% in 2021. The RiceBIS communities have grown from 7 communities in 2017 to 23 in 2021. As a result of the rice production training conducted in RiceBIS communities, yield increases were observed from 4.37 tons per hectare in 2016 to 4.49 tons per hectare in the 2020 wet season; and from 4.67 tons per hectare in 2017 to 5.38 tons per hectare in 2021 dry season. In addition, yield loss has decreased16.46% in 2016 to 14.63% in the 2020 wet season; and from 16.47% in 2018 to 14.64% in the 2021 dry season. As of 2020, there were also 40 RiceBIS Agroenterprises venturing into brown rice and oyster mushroom, earning a total net income of Php 687,469.

Another gender-responsive program that PhilRice has is the Rice Competitiveness Enhancement Fund Program. Since 2019 a total of 1048 women (40%) have been trained in rice production through the program. On one of its components which is seed distribution, RCEF distributed 10.29 million bags of certified seeds during 2020 to 2022 dry and wet seasons. This benefited more than 1 million rice farmers cultivating approximately 1.5 million hectares per year across its target provinces. This contributed to achieving the record-high palay output of almost 20 million metric tons in 2021. About 36% of RCEF seed beneficiaries are women, and 32% are senior citizens. Another important GAD initiative of this project is the establishment of RCEF-SMS, which monitors data on program implementation, particularly on seed positioning, inspection, distribution, and digital documentation of farmer-beneficiaries. As such, the RCEF-SMS enables age- and sex-disaggregated report generation and can capture other GAD-related information given the resolution of data collection. A gender-related analysis is used as a decision-making and policy management tool to formulate targeted interventions and improve the program’s services.


GAD mainstreaming at DA-PhilRice had been benchmarked and often used as a model in various regional and national government institutions. At the national level, GAD initiatives were benchmarked by the Department of Agriculture, the Bureau of Agricultural Research, and the Department of Environment and Natural Resources (DENR), among others. Even the Philippine Commission on Women (PCW) recognized DA-PhilRice GAD mainstreaming efforts and often used the institute as a model organization in some GADmainstreaming initiatives in their training presentations with other institutions. At the regional level, DA-PhilRice was tapped by a local government unit to conduct GAD orientation among their staff. Local agencies also look up to DA-PhilRice as a model institution regarding GAD practices.DA-PhilRice GAD mainstreaming initiatives were showcased and recognized in the country and the international arena.

In 2021, DA-PhilRice participated in the Women Agribusiness Summit Townhall Consultation as part of the United Nations Food System Summit wherein one of the resource speakers was a woman farmer in one of DA-PhilRice agribusiness communities (one of the gender-responsive projects of the institute).

In June 2022, DA-PhilRice will be among the delegates of the 2022 Global Summit of Women held in Bangkok, Thailand. During the event, the case of PhilRice was presented as one of the best practices in public/private sector partnerships for advancing women’s economic opportunities in the agriculture sector. The entire Philippine delegation has won the Ministerial Award for the country’s presentation. Moreover, DA-PhilRice was also invited by the Consultative Group on International Agricultural Research (CGIAR) to review their one CGIAR research portfolio, which includes gender equality and social inclusion as impact areas.

As a recommendation to those other institutions implementing GAD mainstreaming, we strongly recommend getting solid policy and management support and bank on increasing staff knowledge through capacity development activities. These two strategies would be great enablers to mainstream GAD in organizations successfully.

Next Steps

To ensure the sustainability of GAD mainstreaming in DA-PhilRice, the institute has put supportive policies and various enabling mechanisms. These include the creation of the GFPS, various committees, and even systems and facilities which could facilitate GAD mainstreaming in all ofDA-PhilRice stations. Continuous capacity-building activities are also conducted to ensure staff can mainstream GAD in their respective program, projects, and activities. The planning and monitoring system is also strictly followed through the annual GAD Planning and Budgeting and the submission of the Accomplishment Report to the Philippine Commission on Women as a monitoring agency. Furthermore, GAD also undergoes a yearly audit by the Commission on Audit (COA) to ensure that GAD funds are appropriately spent on GAD initiatives.

For the following steps, the Institute is planning to strengthen the capacity of staff to conduct gender analysis in their programs, projects, and activities. These would help the institute have a more in-depth GAD integration and social inclusion in its operations. Also, as the Institute is on its way to crafting a new Strategic Plan, GAD is being consciously integrated into crafting the DA-PhilRice vision and mission. This is to constantly remind the staff that achieving sustainable development in agriculture and the rice sector calls for more inclusive interventions. Moreover, the Institute is also preparing for another round of GMEF evaluation by PCW to check/very its status/level of gender mainstreaming and determine how it could be further improved.


Among the most significant achievements of the GAD mainstreaming in DA-PhilRice is the institute’s high and increasing GAD budget attribution from its full-blown implementation in 2017 until the present. In 2017, GAD attribution in the institute was at 5.36%; 5.76% in 2018; 14.50% in 2019; 44.33% in 2020; and 38.63% in 2021. Because of this, DA-PhilRice (Central Experiment Station and branch stations) received three commendations from the Commission on Audit for consistently meeting the 5% budget allocation; addressing gender issues and integrating gender perspectives into the agency’s policies, activities and projects; and for having supportive management. These commendations are consistent with the level three GAD mainstreaming assessment result of the Philippine Commission on Women (PCW) on the institute’s GAD efforts in 2019. This means that GAD is already institutionalized within the organization and that gender planning and budgeting have become more strategic, resulting in more gender-responsive programs and an increase in GAD attribution.

GAD mainstreaming at the institute has also received both internal and external awards/recognitions nationally and internationally. Internally, the management recognized the GAD capacity development team for its excellent conduct of the Gender Sensitivity Training in 2021 using customized modules and online training platforms. At a national level, the DA-PhilRice GAD research paper won second prize at the National GAD conference in 2019. And a more recent development is the confirmation of one of DA-PhilRice’s GFPS members as a new member of the PCW’s Resource Pool of GAD experts. At the international level, DA-PhilRice was one of the presenters of the 2022 Global Summit of Women, which earned the Philippines the Ministerial Award.

These achievements helped DA-PhilRice to be recognized as a model institution in GAD mainstreaming, and these efforts will continue as long as there is GAD.


Based on the 2021 COA audit observation report, they “commend the management for supporting the objectives of GAD and further recommend continually adhering to the related laws, rules and regulations concerning GAD planning, budgeting, and implementation.”

Positive feedback was also gathered during capacity development activities among DA-PhilRice staff. During the two batches of asynchronous Gender Sensitivity Training (GST) in 2021 and one batch of asynchronous Gender Analysis Training (GAT) in 2022, for example, all participants found the overall conduct of the training excellent. For the GST, their most common feedback is that they “appreciated the training and grateful for the learnings,” and for the GAT, they find it “very insightful and informative,” and it helps them “understand the real importance and concept of gender mainstreaming in research and the rice sector.”

External clients have also provided good feedback for benefitting from the gender-responsive programs of the institute. For the Rice Competitiveness Enhancement Fund (RCEF) – Extension Program (one of the gender-responsive banner program of DA-PhilRice) for example, which give equal learning opportunities for women and men farmers, a 64-year-old Emma Tolentino attested that she learned a lot from the RCEF training and that her age was not a hindrance for her to join the training contrary to what she formerly thought.

On the other hand, Ms. Marites A. Benico, one of the women members of a Farmer’s Cooperative under the Rice Business Innovations Systems (RiceBIS) Community Program (another gender-responsive program) that DA-PhilRice served, testified how she was empowered by the program to venture into agribusiness. According to her “huwag nating limitahan ang ating mga sarili sapagbebenta lang ng palay sa mga traders. Kailangan natin mag-isip ng iba pang mga paraan parakumita.”

Name of the Organization

Technology Application and Promotion Institute

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

Invention Development Division (IDD)

Focus Area of the Best Practice

Measurement, Analysis, and Knowledge Management, Risk Assessment

Date the best practice was first implemented

16 July 2015 – up to present

Summary of the Best Practice

One or two decades ago, technology transfer enticed potential takers to adapt, use, or buy a technology package. When the Philippine Technology Transfer Act (Republic Act No.10055) came into law in 2009, due diligence seemed like a textbook theory. But things changed in 2015 when the DOST-Technology and Promotion Institute (TAPI) started to prepare for the possible receipt of requests for fairness opinion issuance that the said law requires in all commercialization efforts from publicly-funded research.

DOST-TAPI, through its Invention Development Division (IDD), developed its intellectual property (IP) due diligence mechanisms, in particular, Freedom to Operate (FTO) and IP valuation, essentially to provide technical support to the Fairness Opinion Board. The efforts either can be supported by or lead to the pioneering publication of FTO and IP valuation books, issuances of guidelines and protocols, and later adoption by the regional offices of the DOST that serve as the current Fairness Opinion Board Secretariat.

The Challenge

In bringing a research product into a market, there is a need to ensure that preparatory works are in place to increase its success and avoid waste of government resources or unnecessary legal battles. Part of the work requires looking into possibilities that there could be blocking patents that would impede market entry through Freedom to Operate assessment, IP valuation to serve as leverage during negotiations and licensing, and dealing with regulatory requirements. On equal footing, the Philippine Technology Transfer Act of 2009 encourages technology commercialization and explicitly requires that publicly funded researches undergo fairness opinion. Since there were no existing models, local or abroad, to use before the first request was received in 2015 for fairness opinion issuance, the DOST-TAPI, as the then secretariat of the Fairness Opinion Board, established the mechanisms from scratch, which included issuances of guidelines and protocols, and later fast-tracking of the services. The Best Practice is now being used by DOST’s regional offices and is now adopted by Research and Development Institutes (RDIs) around the country.

Solution and Impact

DOST-TAPI’s best practice is a due diligence mechanism that was first assessed through environmental scanning to determine whether there are existing models that can be adopted for the instant takeoff of the fairness opinion issuance. There appeared to be none, which became the basis to secure funding from the Department of Science and Technology (DOST) that aimed to support the commercialization of locally-developed technologies and the operationalization of the Fairness Opinion Board (FOB) Secretariat by the DOST-TAPI. In-house capacity building, drafting and issuance of protocols and guidelines, and later training of other agencies were done. Towards the end of 2019, the experiences obtained from the development and use of the Best Practice inspired the amendment of the Implementing Rules and Regulations (IRR) of the Republic Act (RA) No. 10055, which decentralized the role of the FOB Secretariat from DOST-TAPI to the regional offices of the DOST. DOST-TAPI capacitated all of the DOST regional offices to allow them to absorb requests for fairness opinions from their respective jurisprudence.

The best practice of the Institute led to the issuance of several memorandum circulars, such as guidelines to determine licensing royalties, technology commercialization policies, and fast-tracking options to issue fairness opinion reports. It also led to capacity-building activities of DOST stakeholders where thousands of researchers, scientists, policymakers, technology transfer professionals, intellectual property (IP) professionals, government specialists, professors, and students around the country were trained on fairness opinion issuance, Freedom to Operate (FTO), and IP valuation.

The most striking impact, however, that the best practice contributed to public sector innovation is the amendment of the Implementing Rules and Regulations (IRR) of RA 10055. While many parts of the IRR were revised after thorough public consultations around the country, it would be highly distinguishable that Rule 11 was overhauled to present a better modality to issue fairness opinion reports. The following summarizes the revision as triggered by the best practice:

  1. What cannot be considered as commercialization (Section 2)
  2. Minimum required documents (Section 6)
  3. Criteria for fairness, which guides the Fairness Opinion Board to evaluate the financial capability of the technology transferee and its ability to sustain the production, competitive position of the technology transferee, marketability of the product or service that shall be produced from the subject technology(Section 7)
  4. Contents of the Fairness Opinion Report (Section 8)

The pre-commercialization due diligence mechanism of DOST-TAPI also contributed to the separation of the fairness opinion report to focus on the financial aspects of the transaction and to be issued by an independent third-party body of experts, with that of a Written Recommendation, as elucidated in DOST Memorandum Circular No. 002 s. 2019.


With the due diligence mechanism getting handy, the DOST-TAPI was able to operationalize the FOB and created and streamline the processes, in particular Rule 11 of the IRR of RA 10055, leading to 102 IP valuation reports, 313 licensing agreements and term sheets, 61 written recommendations, and 159 fairness opinion reports from 2016 to 2020 as commissioned by theDOST. This also motivated launching of a technology transfer fellowship known as HIRANG: Honing Innovations, Research, Agreements and Negotiations of the Government-Funded Technologies Internship Program, which led to the graduation of 23 technology transfer interns and the signing of 12 licensing agreements.

In 2017, the pioneering team was nominated for the First Annual Awarding Ceremony of BCYF Innovation Awards in Malacañang Palace. The FTO and IP valuation teams of the DOST-TAPI were able to assess several local technologies, including the portfolio of potentially the country’s first unicorn. In July 2021, DOST-TAPI launched its Week-long Accomplishment and Culminating Activity of Special Projects (WACAS) to honor the project team’s accomplishments and included specialized public presentations dubbed “The Specialist” where the Best Practice was presented on two (2) topics, “Assessing IP Quality and FTO through IP Analytics” and “Demystifying IP Valuation”.

The specialists comprising the pioneering team from the Invention Development Division are now recognized as subject matter experts on the Best Practice. As proof of interest and adoption, DOST-TAPI specialists are now regularly requested as experts and resource persons by other agencies to teach or discuss FTO, IP valuation, and fairness opinion issuance.