Category: Innovation Leadership

Themes

Citizen-Centered Service: The initiative emphasizes stakeholder collaboration, ensuring that health services are responsive to the needs and expectations of communities and empowering citizens through co-creation and engagement.

Innovation Leadership: SIHI leads the way in fostering social innovations in health, creating effective and inclusive solutions that improve public health outcomes.

Overview

The UP Manila National Institutes of Health (NIH) Program on Social Innovation and Entrepreneurship in Health (PSIEH) focuses on addressing systemic health challenges in the Philippines through creative, community-driven solutions. One notable example of a social innovation in health is the One Boat Project. This innovative project addressed a significant challenge in healthcare accessibility in remote areas through an inter-island referral system connecting remote health centers to main birthing facilities. The PSIEH’s main strategies to advance social innovations in health include facilitating multi-stakeholder collaboration, capacity strengthening, and research to mainstream innovations in the broader health systems through initiatives like the Gelia Castillo Award on Research in Social Innovation in Health (GCARSIH), the PSIEH partners with social innovators to empower local solutions to improve health outcomes nationwide.

Challenge

The challenge lies in inefficient healthcare service delivery and difficulties in accessing healthcare services, particularly for marginalized populations in geographically isolated and disadvantaged areas. These inefficiencies contribute to inequitable access to essential healthcare, insufficient service quality, and overuse of already scarce public resources. Systemic issues such as poorly managed programs, fragmented health systems, corruption, and the failure to actively involve communities as partners in healthcare decision-making further exacerbate the problem and limit the potential for sustainable improvements. Services often do not align with the actual needs of these communities, which leads to inappropriate or ineffective care. The result is ineffective use of public funds, stagnant service delivery, and non-prioritization of the needs of underserved populations.

Solution/s

With these prevailing health challenges in the country, the Social Innovation in Health Initiative (SIHI) Philippines Hub was established in 2017 under the leadership of the late Dr. Noel Juban, with the aim of becoming a leading institutional partner for strengthening the country’s health system through social innovation. Seven years later, the Hub has been institutionalized as PSIEH and is hosted at the Institute of Clinical Epidemiology of the UP Manila National Institutes of Health (NIH) with Dr. Meredith del Pilar-Labarda as the lead. The program serves as the home of SIHI Philippines and the SIHI Secretariat. The SIHI Philippines Hub is part of a broader SIHI Global Network which consists of thirteen hubs across Africa, Asia, Latin America and the Caribbean (LAC), and Europe. This network fosters international collaboration and knowledge sharing, creating a collective movement that empowers local actors to develop innovative health solutions tailored to their contexts.





  • Image 1: UP Manila officials launched the SIHI program in 2017.

PSIEH focuses on social innovations as a catalyst to transform health systems by 2030. This program seeks to support community-engaged research and entrepreneurial initiatives through various activities, including capacity strengthening, knowledge brokering, and ecosystem development. By promoting social entrepreneurship in health, it aims to enhance the overall health landscape, improve health equity, and ensure that health solutions are accessible to all. It comes from the concept of social innovation in health, which refers to the development and implementation of creative and inclusive solutions that address systemic health challenges through multi-stakeholder collaboration. As defined by van Niekerk et al. (2017), it encompasses a variety of processes, products, and practices that profoundly challenge existing health systems, making healthcare more inclusive, effective, and affordable. Key characteristics of social innovation in health include:

  • Stimulus: Addressing social problems faced by individuals and communities.
  • Actors: Involvement of diverse social actors, organizations, and institutions.
  • Sectors: Interplay across technical, social, economic, and political dimensions.
  • Process: Emphasis on inclusive participation, collaboration, and coordination in decision-making.
  • Qualities: Solutions that are more effective, efficient, sustainable, and just compared to existing approaches.
  • Outputs: Introduction of new initiatives, services, and programs that enhance health delivery.
  • Outcomes: Promotion of institutional or systemic changes and empowerment of communities.
  • Impact: Improvement of quality of life and overall societal well-being.

SIHI emphasizes the importance of stakeholder collaboration across its four main focus areas:

Identification and Research: The initiative conducts rigorous research to identify and analyze local social innovations in health. Programs like GCARSIH recognize and support initiatives that address persistent health challenges in the Philippines. Guided by the principles of the late Dr. Gelia Castillo, a revered Filipino national scientist, the award emphasizes that “science must serve a human purpose” by extending research benefits equitably to all Filipinos.



  • Image 2: Winners and finalists of the 2023 Gelia Castillo Award for Research on Social Innovations in Health.

Capacity Strengthening: SIHI offers capacity strengthening activities and educational tools for stakeholders in the health sector. Utilizing human-centered design (HCD) approaches, it develops innovative models for delivering essential health services, training community health workers, and implementing telemedicine systems.








  • Image 3: Human-centered design (HCD) workshop for social innovations last September 2024 at Pasig City

Connecting and Convening: SIHI actively connects innovators, partners, and resources through initiatives such as the SIH Exchange (InnovEx) Platform and regular community engagement events. This fosters collaboration, knowledge sharing, and mutual support within the health innovation ecosystem. InnovEx serves as a hub for exchanging best practices, tools, and strategies for developing and scaling social innovations in health. It encourages participatory engagement by offering resources such as case studies, training modules, research articles, and opportunities for networking among like-minded individuals and organizations. The platform’s main goal is to break down silos, enabling the cross-pollination of ideas and fostering partnerships that can lead to impactful health innovations.


  • Image 4: Screenshot of the InnovEx website, which connects stakeholders to collaborate and address pressing health challenges through innovative approaches.

Knowledge Translation and Uptake: To facilitate the uptake of social innovations, SIHI employs advocacy strategies and support for innovators and other stakeholders in upscaling and institutionalization of the innovation into the health system. One of their examples is assisting the LGU of Del Carmen, Siargao in translating the Community Engagement Self-Monitoring (CE-SM) Strategy for social innovations in health into a municipal ordinance. CE-SM is a strategy for monitoring and evaluation that aims to empower communities by actively involving them in monitoring the progress and effectiveness of interventions. This innovative approach recognizes the importance of community participation as a cornerstone of successful health solutions, particularly in addressing systemic challenges and improving health outcomes at the local level.  In the Philippine pilot of CE-SM, the strategy was tested and refined by drawing from the deep involvement of local communities in the identification, development, and assessment of social innovations before institutionalization as a municipal ordinance in Del Carmen, Siargao.





  • Image 5: Steps in the implementation of the CE-SM strategy. CE-SM, community engagement self-monitoring

By mainstreaming stakeholder collaboration, the Social Innovation in Health Initiative aims to build a robust ecosystem that empowers communities and enhances health service delivery across the Philippines.

Productivity Gains, Outcomes, and Impact

Since its inception in 2020, GCARSIH has recognized six winners and fourteen finalists over two cycles of the award. Each winner and finalist put forth innovative solutions that improve health outcomes and address systemic health challenges in their communities and has been support through the award. GCARSIH was established in collaboration with the Department of Science and Technology-Philippine Council for Health Research and Development (DOST-PCHRD). For instance, initiatives like the Holistic Water Systems for Pumping Water Uphill, Telepsychiatry, and the COVID-19 Risk Assessment, Monitoring, and Management Systems exemplify the diversity and effectiveness of social innovations nurtured by SIHI.

By fostering collaboration among government, academia, NGOs, and the private sector, these initiatives help fulfill UP Manila NIH’s mandate of creating scalable models that can be integrated into existing health systems. The support for these innovative projects not only elevates the profile of social innovations in health but also ensures that effective solutions are disseminated widely, ultimately improving health service delivery and equity for underserved communities. The impact of SIHI enhances productivity in health research and translates those gains into tangible benefits for Filipino communities, ensuring that innovative health solutions are accessible and sustainable.

Lessons Learned/Challenges in Implementing the Intervention

A key challenge was maintaining effective stakeholder collaboration, given the diversity of actors involved across sectors, with their own priorities. Establishing consistent communication and coordination mechanisms among these stakeholders can be difficult, as has ensuring inclusive participation, particularly from marginalized communities. Moreover, the sustainability of the initiatives has posed a challenge, as some projects have struggled to maintain momentum and funding once initial support waned.


  • Image 6: SIHI and community members use human-centered design (HCD) to co-create solutions in three rural Philippine communities amid the COVID-19 pandemic.

Lessons learned from these challenges highlight the importance of embedding strong governance structures and accountability mechanisms early in the design phase to ensure project continuity. Additionally, there is a need for more robust monitoring and evaluation frameworks to measure the long-term impact of social innovations. Strengthening capacity-building efforts, particularly in research and implementation skills, will also be crucial for future success. Moving forward, PSIEH could benefit from focusing on improving resource mobilization and social entrepreneurship strategies, fostering deeper community engagement, and enhancing knowledge dissemination to ensure a broader uptake of successful innovations in the health sector.

Themes

Service Quality: The DMS focuses on achieving service excellence by implementing continuous incremental improvements in the quality of services offered by NUML.

Innovation Leadership: The system fosters the creation of more efficient, effective academic processes and services, demonstrating innovation in the educational sector.

Overview

The Digital Management System (DMS) at Pakistan’s National University of Modern Languages (NUML) addresses the critical challenge of aligning individual and departmental goals with the university’s strategic vision. By implementing a digital system, the DMS enhances academic standards, streamlines evaluation processes, and incorporates robust training programs for faculty and staff. Key features such as automation, real-time tracking, and an institutional memory repository promote efficiency and accountability. This initiative has led to significant productivity gains, improved national and international rankings, and fostered a culture of continuous improvement and strategic alignment at NUML.

Challenge

Before the initiative, NUML faced cumbersome evaluation processes, impacting the efficiency of accreditation, policy implementation, and resource allocation. Subjectivity in assessments, resistance to change, and limited capacity for data-driven decision-making further complicate productivity. The lack of a systematic approach to professional development and an absence of institutional memory exacerbate these issues, making fostering a culture of continuous improvement and accountability challenging. Additionally, there is inefficiency in aligning individual and departmental goals with the university’s strategic vision. This misalignment leads to fragmented efforts and hinders the cohesive development of the institution.v

Solution/s

The DMS at NUML addresses the challenges of goal alignment, evaluation inefficiency, and lack of institutional memory through a suite of innovative features. It aligns individual and departmental goals with NUML’s strategic vision, ensuring a cohesive and purposeful approach to university development. By automating processes, the DMS enhances evaluation efficiency in accreditation, policy implementation, and resource allocation.

Automation: By automating routine processes, the DMS reduces manual effort and errors, increasing efficiency in accreditation, policy implementation, and resource allocation. This automation ensures consistency and saves time.










  • Image 1: Screenshot of the DMS Dashboard

Tracking & Monitoring: Real-time tracking and monitoring capabilities provide transparency and accountability. These features allow for continuous assessment and timely adjustments, promoting data-driven decision-making.








  • Image 2: Screenshot of the DMS Tracking and Monitoring

Institutional Memory and Repository: This feature addresses the issue of data loss by creating a centralized repository for storing and retrieving historical data. It preserves organizational knowledge, aiding in informed decision-making and continuity.










  • Image 3: Screenshot of the DMS Repository

Report Generation: Automated report generation offers clear and concise insights into performance indicators, facilitating objective evaluation and decision-making. This feature supports the setting of goals and targets.







  • Image 4: Screenshot of the DMS Funded Programs Report

Profile Review: Comprehensive profile reviews ensure that performance evaluations are thorough and based on accurate data. This helps identify training needs and make informed decisions about appointments and promotions.






  • Image 5: Screenshot of the DMS Profile Review

The report generation and profile review features support objective decision-making by providing precise and concise data on performance indicators and facilitating the setting of goals and targets. This structured approach enables performance mapping and identifies training needs, promoting professional development. These features are innovative because they integrate advanced digital solutions to traditional management challenges, fostering a culture of continuous improvement, accountability, and strategic alignment. The DMS enhances NUML’s operational efficiency, academic standards, and overall productivity, as evidenced by significant national and international rankings improvements.

Productivity Gains, Outcomes, and Impact

The implementation of DMS has facilitated objective decision-making by automating report generation and enabling comprehensive profile reviews. As a result, the total faculty Annual Performance Review (APR) statistics substantially increased, from 494 to 1246, indicating enhanced faculty engagement and accountability. Moreover, the DMS’s tracking and monitoring capabilities have ensured continuous assessment and timely adjustments, promoting a culture of transparency and accountability. By incorporating robust training programs, the DMS has ensured faculty and staff stay abreast of contemporary practices, further enhancing professional development. These features have improved performance mapping, goal setting, and training need analysis, leading to informed decisions about key appointments and promotions.

Furthermore, the system’s roll-out has indirectly resulted in significant improvements in national and international rankings, reflecting enhanced performance and efficiency. For instance, the Higher Education Commission (HEC) Research Excellence ranking improved from 48th in 2021 to 11th in 2023, demonstrating a marked enhancement in research quality and output. Similarly, NUML’s ranking in the HEC Business Incubation category rose from 20th in 2021 to 4th in 2023, indicating improved support for innovation and entrepreneurship. The DMS’s impact is also evident in the QS Subject Wise rankings, where NUML, previously unranked, achieved a position within the 201-250 global range by 2023. These advancements underscore the system’s effectiveness in elevating academic standards and institutional reputation. The DMS has streamlined evaluation processes, making them more efficient and objective, thus enabling better resource allocation and policy implementation.

In summary, the DMS has significantly boosted NUML’s productivity by aligning strategic goals with data-based evaluations, building institutional memory, and fostering an inclusive development approach. These improvements have not only elevated NUML’s academic excellence but also positively impacted faculty, staff, and students by creating a more efficient, accountable, and forward-looking educational environment.

Lessons Learned/Challenges in Implementing the Intervention

One major lesson learned is the power of data in driving clarity and effective decision-making, demonstrating the importance of data-based evaluations for aligning strategic goals. The initiative also underscored the value of building institutional memory to ensure continuity and informed decisions. However, challenges such as assessment subjectivity, resistance to change, limited data, and capacity issues posed significant obstacles.

Resistance to adopting new technologies and practices was particularly notable, requiring stronger efforts in change management and stakeholder engagement. The division of labor and lack of synergy among departments indicated the need for improved coordination and collaboration mechanisms. Additionally, the limited capacity to handle vast amounts of data necessitated enhancements in data management infrastructure and training

To address these challenges, future efforts could foster a more inclusive development approach that actively involves all stakeholders in the change process. Enhancing training programs to build data literacy and capacity and refining the DMS to streamline further and integrate processes can also drive greater efficiency and productivity. Overall, continuous improvement and adaptation are crucial for sustaining the gains achieved through the DMS.

Themes

Service Quality: Aims to improve service excellence by enhancing knowledge sharing and problem-solving across branches, leading to better customer service and satisfaction.

Innovation Leadership: Fosters a culture of innovation by sharing best practices and developing new products and services based on collective insights and experiences.

Overview

The Bank for Agriculture and Agricultural Cooperatives (BAAC) Thailand, established in 1966, supports farmers, associations, and cooperatives. With a workforce of 20,190 employees serving 7.8 million farm households, BAAC faces operation delays and internal misunderstandings. The main challenge is the loss of tacit and explicit knowledge due to staff rotations, outdated knowledge from changing customer behaviors, and structural changes leading to process misunderstandings. To address these, BAAC initiated the Community of Practice (CoPs) to foster knowledge-sharing and problem-solving among staff. This approach, in line with the thematic area of citizen-centered services, has significantly improved service quality, process efficiency, and overall customer satisfaction.

Challenge

The primary challenge addressed by BAAC’s Knowledge Management (KM) Community of Practices (CoPs) involves managing the significant operational inefficiencies stemming from staff rotation, evolving customer behaviors, and structural changes. Frequent staff rotations result in the loss of tacit and explicit knowledge crucial for current tasks. Changes in customer behavior demand continuous updates to the knowledge base for effective customer support and service. Structural changes within BAAC lead to misunderstandings or gaps in know-how among the workforce, hindering their ability to adapt to new processes. These challenges collectively contribute to delays in operations, internal miscommunications, and reduced service quality, underscoring the need for a robust knowledge management solution. Recognizing the value of face-to-face interactions, there is a need of using knowledge management to guarantee smooth operations and provide the best possible customer service.

Solution/s

To address the challenges, BAAC KM CoPs implement features to collectively help mitigate the loss of knowledge due to staff rotation, keep the workforce updated with changing customer behaviors, and ensure smooth adaptation to structural changes.

Decentralized Problem Identification: Each BAAC branch identifies local problems by listening to customer voices and daily operations. Solutions are tailored to ensure the effective resolution of region-specific issues.

Figure 1. BAAC’s Service Delivery Structure

Learning Repository (LR): An online platform providing 24/7 access to categorized knowledge resources that enable quick retrieval and application of relevant information. It also facilitates widespread dissemination of successful practices, promoting organization-wide learning.

Figure 2. BAAC’s Learning Repository

Regular CoPs Activities: Best practices from individual branches are shared at provincial, regional, and national levels, encouraging a culture of continuous improvement and mutual learning.

Figure 3. BAAC’s Knowledge Management Steps

Non-Performing Loans (NPL) Management System: integrates processes like debtor analysis, payment capability assessment, monitoring, overdue warnings, and loan agreements into a comprehensive electronic “End to End Process”.

Figure 4. BAAC’s NPL Management System

These innovative practices help BAAC mitigate knowledge loss, adapt to changing customer behaviors, and smoothly implement structural changes, ultimately enhancing operational efficiency and service quality.

Productivity Gains, Outcomes, and Impact

One of the most notable achievements of the CoPs initiative is the enhancement of managing non-performing loans (NPLs). By implementing an electronic “end-to-end process,” BAAC could integrate debtor analysis, payment capability assessment, monitoring, overdue warning, and loan agreement processes. This system shortened the NPL process from 131 minutes to 53 minutes. Consequently, the NPL rate decreased significantly from 14% at the beginning of 2023 to 5.5% by the end of the year.

The Learning Repository (LR), an online platform for knowledge management, saw a substantial increase in usage. The number of knowledge entries in the LR system grew from 1,090 in 2019 to 1,182 in 2022, and the number of uses increased from 21,583 to 25,482 during the same period. This facilitated continuous learning and improvement among staff.

Overall, BAAC’s CoPs have strengthened citizen-centered services by addressing customer pain points, improving service quality, and enabling staff to perform tasks effectively. The initiative also fostered innovation, leading to new products, services, and streamlined processes, ultimately enhancing the bank’s productivity and positively impacting its beneficiaries.

Lessons Learned/Challenges in Implementing the Intervention

The implementation of the CoPs at BAAC provided valuable lessons, such as the importance of addressing staff rotation, which led to the loss of tacit and explicit knowledge. By facilitating knowledge sharing across branches, CoPs helped mitigate this issue, though ongoing efforts are needed to institutionalize knowledge transfer practices. Another lesson learned was the need to continuously update staff skills and knowledge in response to changing customer behaviors and structural changes within the bank. CoPs provided a platform for sharing best practices and innovations, but ensuring timely updates and relevant training remains challenging.

Despite these successes, there were challenges in fully integrating CoPs into the organizational culture. Engaging all staff levels and ensuring consistent participation across branches were significant hurdles. Moreover, while the Learning Repository (LR) facilitated access to knowledge, increasing its utilization and ensuring the quality and relevance of the content are areas for improvement. Lastly, aligning CoPs activities with strategic goals and measuring their impact on productivity and customer satisfaction requires further refinement. Continuous monitoring, feedback, and adaptation of CoPs processes will be essential to sustain and enhance their effectiveness in improving BAAC’s productivity and service delivery.

Themes

e-Government: ORCAVS leverages information and communication technologies to improve overall productivity. The system’s real-time document transmission, online status monitoring, and reduced need for physical interactions are all hallmarks of effective e-government practices. Additionally, the planned integration with high-speed internet networks underscores its commitment to leveraging modern technology.

Innovation Leadership: The system exemplifies innovation leadership by introducing a digital approach to handling certification requests. By moving from manual to online processes, ORCAVS sets a precedent for other public-sector organizations, demonstrating how technological solutions can significantly enhance service delivery.

Overview

The Civil Service Commission (CSC), the central human resource agency of the government, faces the challenge of confirming the merit and authenticity of civil service eligibility amidst a growing client base and the need for faster services. To address this, the CSC Regional Office XII implemented the Online Requests for Certification, Authentication, and Verification of Eligibility System (ORCAVS), a web-based solution designed to automate and streamline the process of issuing and verifying eligibility certificates. This system ensures efficient and responsive service, particularly crucial during the pandemic, by enhancing accessibility, preventing fraud, and improving communication channels between the CSC and its clients, ultimately boosting productivity and service quality.

Challenge

The main challenge addressed by the ORCAVS revolves around managing a significant increase in requests for civil service eligibility verification. The COVID-19 pandemic exacerbated the volume of requests, with an 81% increase in total requests from 2,601 in 2019 to 4,709 in 2020, causing delays in processing due to manual, face-to-face submission methods. Direct mail verification requests also increased during the period by 57%. Health protocols and travel restrictions further compounded these delays. The CSCRO XII faced challenges ensuring timely service delivery while safeguarding employees and clients from virus exposure. Additionally, the manual process was prone to errors in counting transactions and other clerical mistakes, which undermined the accuracy and efficiency of the verification process. There was also a need to prevent the submission of fake certificates and maintain the integrity of the verification process, which was becoming increasingly more work under the existing system.

Solution/s


Image 1: ORCAVS Process Flow

The CSCRO XII ORCAVS addresses several challenges by streamlining and digitizing the process of requesting and verifying civil service eligibility. This system enhances accessibility and efficiency for clients who can now submit requests from the comfort of their homes. The features of ORCAVS include:

User-friendly Graphical User Interface (GUI): Based on benchmarking from the Professional Regulation Commission (PRC) and the Philippine Statistics Authority (PSA), the GUI was designed to make the system intuitive and accessible for all users. It was validated through extensive consultation with stakeholders, ensuring its responsiveness to user needs.


Image 2: Screenshot of the Client Module Icons

Online Submission and Processing: ORCAVS enables stakeholders to submit requests online, eliminating the need for physical visits and reducing exposure to COVID-19. This feature streamlines the submission process and enhances accessibility for users across geographical locations.


Image 3: Screenshot of ORCAVS Certifications/Authentication Document Upload Feature

QR Code Authentication: The integration of QR codes in certificates ensures authenticity verification, mitigating the risk of document fraud. This innovative feature enhances security and simplifies the verification process for both stakeholders and HRMPs.


Image 4: Sample Certificate of Eligibility with QR Code Authentication

Enhanced Reporting and Monitoring: The system facilitates accurate and systematic reporting, reducing errors inherent in manual reporting processes. This capability improves transparency and compliance with regulatory requirements.


Image 5: Screenshot of the Administrator’s Dashboard

Customer Feedback Mechanism: ORCAVS includes a customer feedback mechanism through a Google Form, allowing clients to rate service quality. This feature enables continuous improvement based on client feedback, enhancing overall service delivery.


Image 6: Screenshot of the Customer Feedback Mechanism

These features collectively make ORCAVS innovative by leveraging technology to enhance efficiency, security, and user satisfaction in the certification and verification processes within CSCRO XII. By addressing these challenges, ORCAVS sets a precedent for modernized public service delivery in the region.

Productivity Gains, Outcomes, and Impact

The ORCAVS has significantly enhanced the efficiency of the CSCRO XII. The system has streamlined the submission process, reducing the time required for document transmission from 8 days to 4 days, as documents are now received in real-time by process owners. This reduction in processing time is a direct response to the initial delays encountered when documents were manually transferred between the field and regional offices. Feedback mechanisms integrated into the system allowed for continuous improvements, with a customer satisfaction survey showing an outstanding rating of 4.84 for certification services and 4.90 for eligibility verification. The online payment options being developed will further streamline transactions, although some regulatory delays were encountered.


Image 7: Comparison of Processing time for Manual vs. Online Submission

Image 8: Requests for Certification and Authentication Customer Satisfaction Rating

Image 9: Request for Verification of Eligibility Customer Satisfaction Rating

Before ORCAVS, the manual submission process required the physical recording of documents and follow-ups through phone calls or emails, which was time-consuming and prone to errors. The introduction of ORCAVS streamline this process, allowing clients to submit and verify their requests online. This transition resulted in measurable productivity gains, as evidenced by the system’s ability to handle 11 requests for certifications and 5 for eligibility verification shortly after its launch. Internal testing and debugging ensured a robust system, reducing errors and increasing reliability.

This improved the timeliness and accuracy of service delivery, as requests could be processed and monitored in real-time through the client and field officer portals. The incorporation of a QR code feature further secured the process by enabling easy verification of the authenticity of certifications, thus reducing the risk of fraud. The intervention not only enhanced internal operations but also positively impacted the intended beneficiaries by providing easy access to services, which was especially crucial during the COVID-19 pandemic. The system reduced physical interactions, minimizing exposure risks while maintaining service continuity.

The ongoing enhancements and potential integration with the Department of Information and Communication Technology-Fiber Optic Cable Network aim to ensure high-speed internet connectivity, which is critical for the system’s reliability. Additionally, the regular system evaluations and client feedback analysis will support continuous improvements, ensuring the system adapts to evolving needs and technological advancements. Overall, ORCAVS has not only improved productivity performance but has also significantly enhanced client satisfaction and operational efficiency, making it a model project for public service delivery.

Overall, ORCAVS has made CSCRO XII’s processes more efficient, transparent, and customer-oriented, leading to high client satisfaction and operational effectiveness. The system’s success demonstrates the potential of digital transformation in enhancing public service delivery, aligning with modern demands for accessibility, security, and efficiency.

Lessons Learned/Challenges in Implementing the Intervention

Implementing the ORCAVS has provided several key lessons and identified potential areas for improvement. One significant lesson learned is the importance of thorough internal testing and debugging, as the initial stages revealed issues like errors in variable declarations, which were successfully addressed. However, the project faced challenges, notably the delay caused by the IT specialist’s involvement in other critical projects, leading to a 14-day delay in the system’s development. Future projects should consider dedicated resources to avoid such delays. Additionally, the integration of an online payment system still needs to be completed due to the need for adherence to strict accounting procedures and the lack of enrollment in online payment facilities. This area requires further coordination and study to provide clients with more convenient payment options. Ensuring robust internet connectivity is also vital, as issues beyond control, such as weather conditions and geographic limitations, can impact the system’s accessibility. Continuous promotion of ORCAVS through various channels and regular system evaluations are essential to enhance sustainability. Incorporating client feedback and technological advancements will ensure the system remains responsive to user needs and maintains high service quality.

Overview

The Cagayan de Oro City Government consistently introduces remarkable programs aimed at maximizing the city’s revenue. One such innovation is the Cagayan de Oro Mapping Online Application (MOA), a tool developed by the City Treasurer’s Office to improve tax mapping and revenue generation in the city.

The MOA offers a digital solution by seamlessly integrating traditional documents, facilitating convenient access to information, and establishing a paperless workflow. Furthermore, the MOA incorporates a GPS tagging system, integrated with Google Maps, ensuring nearly precise locations for tax mappers, thereby streamlining the verification process for business permits.

The MOA aims for real-time tracking of tax records and efficient tax mapping. Prior to its implementation, the tax mapping team encountered a cumbersome process of handling physical documents in the field. The MOA has significantly improved efficiency, transparency, and revenue collection for the city.

Challenge

The Cagayan de Oro MOA alleviates the cumbersome process of tax mapping and revenue generation faced by the tax mapping team. Prior to the implementation of the MOA, the tax mapping team encountered challenges related to handling bundles of physical documents such as tax due worksheets, official receipts, and copies of business permits. These documents hindered their mobility and created inefficiencies in their fieldwork tasks.

Solution

The Cagayan de Oro MOA provides innovative solutions to address the tax mapping and revenue generation challenges of the city. Some of its innovative features include:

Digital Integration of Documents: The MOA digitally integrates the traditional documents used in tax mapping, such as tax due worksheets, official receipts, and business permits. This eliminates the need for physical documents, reducing paperwork and enabling tax mappers to access necessary information easily, even in the field. The digital integration of documents makes the process more efficient, convenient, and environmentally friendly.

GPS Tagging and Google Maps Integration: The MOA incorporates a GPS tagging system linked to Google Maps, providing tax mappers with near-accurate locations of business establishments. This feature allows tax mappers to verify the authenticity of business permits, ensuring compliance and transparency. The integration with Google Maps enhances the accuracy and efficiency of tax mapping, enabling tax mappers to navigate and locate establishments more effectively.

Paperless and Mobile Solution: The MOA is a browser-based application issued to tax mappers that is accessible through tablets. This paperless and mobile solution allows tax mappers to carry the application during fieldwork, eliminating the need for physical paperwork and providing real-time access to information. The mobility and convenience of the MOA significantly improve the productivity and effectiveness of tax mappers.

Productivity Gains, Outcomes, and Impact

The Cagayan de Oro MOA has demonstrated measurable productivity gains and outcomes that have positively impacted the City Government of Cagayan de Oro and taxpayers alike. By streamlining the tax mapping process and enhancing revenue generation, the MOA has brought about several notable improvements.

The innovative features of the MOA contribute to the overall efficiency and effectiveness of tax mapping in Cagayan de Oro. The digital integration of documents and GPS tagging systems streamline the process, reduce errors, and promote transparency. The paperless and mobile nature of the application enhances productivity, allowing tax mappers to perform their tasks more efficiently in the field. The MOA’s innovative features provide a modern, user-friendly, and technology-driven solution to the challenges faced by the tax mapping team, making it a valuable tool for revenue generation and decision-making in the local government.

In terms of measurable outcomes, the MOA has positively impacted revenue generation for the City Government. Prior to the full implementation of the MOA in 2018, there were approximately 20% of registered business establishments that were not properly tax-mapped. However, with the MOA’s implementation, there has been a significant increase in business tax revenue collection. According to statistics, there was a 3% increase in the registration of business permits, amounting to approximately Php 1.573 Billion in total collection as of July 31, 2019.

The intervention provided by the MOA has improved the productivity performance of the City Government of Cagayan de Oro by enabling more efficient tax mapping operations. The digital integration of documents and the utilization of GPS tagging have streamlined processes, reduced manual work, and enhanced data accuracy. This has enabled tax mappers to carry out their tasks more effectively, leading to improved revenue collection and data-driven decision-making for the City Government.

Lessons Learned/Challenges in Implementing the Intervention

The implementation of the MOA brought about valuable lessons and highlighted potential areas for improvement. One key lesson learned was the importance of comprehensive user training and support. It became evident that providing tax mappers with thorough training on the application’s features and functionality was crucial for their successful adoption and effective utilization of the MOA. Ongoing support and guidance were also necessary to address any issues or questions that arose during their use of the application.

Engr. Leonil G. Mistula, the Assistant City Treasurer for Operations, underscored the advantages of embracing the MOA. According to him, the tool facilitates real-time tracking of businesses, establishing an efficient system that benefits taxpayers and contributes to revenue growth.

Another lesson was establishing a continuous feedback loop with the tax mappers. Regularly seeking their input and suggestions allowed for improvements to the MOA based on their real-world experiences. This feedback mechanism proved invaluable in enhancing the usability and functionality of the application, ensuring that it aligned with the needs and preferences of the end-users.

Technical maintenance and updates were identified as another important area of focus. Regular upkeep and updates were necessary to address any technical issues, ensure compatibility with new devices and operating systems, and incorporate new features that would enhance the overall performance and efficiency of the MOA.

Additionally, optimizing the user experience was recognized as a crucial aspect. Regular evaluations of the user interface, workflow processes, and overall user experience helped identify areas where the MOA could be streamlined and improved. By addressing usability issues and making the application more intuitive and user-friendly, tax mappers’ productivity and satisfaction levels could be further enhanced.

Looking ahead, potential areas of improvement for the MOA included increasing data accuracy and completeness. Efforts to further integrate the MOA with other relevant systems for seamless data sharing and analysis were also identified as a potential avenue for improvement. Exploring advanced technologies like artificial intelligence and machine learning for enhanced decision-making and data management was also an area of interest.

By addressing these lessons learned and areas for improvement, the MOA could continue to evolve and effectively serve the needs of the tax mapping team, promoting efficiency and transparency in revenue generation for the Cagayan de Oro City Treasurer’s Office.

Resources

Admin, C. (2022, December 1). City Government of Cagayan de Oro. https://cagayandeoro.gov.ph/index.php/news-and-article/item/1508-cagayan-de-oro-named-2022-galing-pook-awards-national-finalist.html

CDO bagged the best in Digital Finance Award at the 6th awards for excellence in ICT. About Cagayan de Oro. (2017, November 21). https://aboutcagayandeoro.com/cdo-bagged-best-digital-finance-award-6th-awards-excellence-ict/

Paunan, J. C. (2023, April 14). DICT Awards LGUs for excellence in digital governance. Philippine Information Agency. https://pia.gov.ph/news/2023/04/14/dict-awards-lgus-for-excellence-in-digital-governance

Overview

As mandated by Republic Act 9710 or the Magna Carta of Women, the Department of Agriculture – Philippine Rice Research Institute’s (DA-PhilRice) Gender and Development (GAD) Mainstreaming program fosters productivity by utilizing the untapped talent of women by involving them in different roles in farming activities and rice cooperatives, recognizing their significant role in agriculture. By implementing strategic initiatives, aligning with its mission to efficiently utilize public and human resources for increased productivity in the organization, thus contributing to broader goals of good governance and equitable resource utilization, and integrating gender dimensions into policies, programs, and projects.

Challenge

Before GAD implementation, DA-PhilRice faced inefficiencies due to inadequate mechanisms, knowledge, and staff capacity, resulting in significant waste, especially underutilized talent within the organization and the broader agricultural sector. Women, constituting approximately 35% of the 2 million farmers in the Philippines, represent a considerable yet underutilized human resource. The previous situation encompasses limited access to resources, inadequate career and learning opportunities, and insufficient exposure to modern technologies, neglecting the crucial aspects of gender and social dynamics. These inefficiencies hindered women’s full participation in the organization and impeded the overall productivity and effectiveness of DA-PhilRice. The GAD Mainstreaming initiative strategically addresses these challenges, aiming to unlock the potential of women in the workforce, thereby contributing to the optimization of human resources and fostering gender-inclusive organizational and agricultural productivity.

Solution

The PhilRice Gender and Development (GAD) Mainstreaming initiative strategically addresses underutilized talent through several innovative features:

Policy and Management Support: PhilRice secured strong policy and management backing, leading to the issuance of numerous policies supporting GAD institutionalization. This top-down support ensures that gender considerations are integral to the organization’s operation.

PhilRice integrated GAD dimensions in four entry points: policy, people enabling mechanisms and programs, activities, and projects.

Customized Capacity Development: Capacity development materials were tailored to the context of the participants. This customization facilitates better internalization and integration of GAD principles in program implementation. Despite the challenges posed by the COVID-19 pandemic, these materials allowed for the continuity of GAD capacity-building activities.

Empowerment and Capacitation of PhilRice Management Committee

Gender-Responsive Database Management: PhilRice incorporated sex-disaggregated data into its database management systems, providing a foundation for gender-responsive planning, monitoring, and evaluation. This is innovative in a way that it is integrated in the major programs/projects of the institute to gather sex-disaggregated data and other gender-related indicators of both internal and external clients as basis for analysis in providing more gender-responsive and inclusive services. A case in point is the Rice Competitiveness Enhancement Fund (RCEF) – Seeds Program GAD Database which records real-time data of clients and aids in the conduct of gender analysis, resulting in more inclusive interventions in the program implementation such as the creation of priority lanes for senior citizens, pregnant women, and specially-abled individuals during the seed distributions, and authorized claiming of seeds for individuals with physical limitations.

Screenshot of PhilRice’s Sex-Disaggregated Database

Project Review and Evaluation Committee: Assesses project proposals to ensure the integration of gender dimensions. This mechanism correlates with a surge in gender-sensitive/responsive projects, augmenting the budget allocation and, consequently, PhilRice’s impactful initiatives catering to the gender-specific needs of rice farmer-beneficiaries. Through these innovations, PhilRice’s GAD Mainstreaming breaks barriers and fosters a sustainable, gender-inclusive paradigm for agricultural development.

PhilRice GAD budget attribution has increased from 2017-2022.

These innovative features collectively empower women in agriculture, bridge historical gaps, and enhance productivity by ensuring that programs and projects are tailored to the diverse needs of the community. The approach goes beyond token gestures, aiming for a holistic organizational culture transformation towards gender equality and inclusivity.

Productivity Gains, Outcomes, and Impact

PhilRice’s GAD Mainstreaming initiative has yielded substantial productivity gains and transformative outcomes by strengthening its institutional capability (Outcome 7 of the 2017-2022 PhilRice Strategic Plan). As of 2022, 100% of 225 permanent staff and 44% of 1583 contract service staff were trained on GAD. This resulted in better implementation of gender-sensitive and responsive projects reflected in increasing GAD budget attribution over the years (5.36% in 2017, 5.76% in 2018; 14.5% in 2019, 43.33% in 2020, 38.63% in 2021, and 76.56% in 2022). This budget attribution is far higher than the minimum 5% GAD budget requirement as mandated by law. Due to this performance, the institute received COA commendations for 2 consecutive years. Moreover, based on the 2023 GAD audit by the Philippine Commission on Women, GAD mainstreaming at the institute is marked at level 4 (meaning GAD is already institutionalized in the institute with ongoing sustainability efforts). In the same year, PhilRice GAD mainstreaming was also named International Best Practice (6-star outstanding) in the International Best Practice Competition.

The gender mainstreaming efforts have also empowered women farmers, propelling them into leadership roles within their associations. This recognizes their potential and their substantial contributions to enhancing farm efficiency and overall productivity. Through these concrete outcomes, PhilRice’s GAD Mainstreaming exemplifies its commitment to inclusive and impactful agricultural development.

The impact is striking as women’s active involvement in the program’s capacity-building activities correlates with a 12% increase in yield and a 6 to 8% reduction in the cost per kilogram of rice production among women farmers. This enhances the economic viability of their farming activities and contributes to broader economic goals.

Moreover, approximately 50% of women participants diversified into other enterprises, serving as an additional income source and generating a combined net income of $12.3 thousand. As integrated into various programs, GAD mainstreaming ensures that women’s pivotal roles in food production are acknowledged. Equal access to food production resources is guaranteed, fostering a more equitable agricultural landscape. This commitment to equitable access to resources resonates with OIC Deputy Executive Director for Research, Dr. Eduardo Jimmy P. Quilang, as he accentuates a profound shift in engineering consciousness toward inclusivity.

The Rice Competitiveness Enhancement Program (RCEP) under GAD ensures that all eligible women and men farmers, including those in vulnerable sectors, receive free, high-quality certified seeds of inbred rice varieties. The distribution of around 10.29 million bags of certified seeds during the 2020 to 2022 seasons has benefited more than 1 million farmers, cultivating approximately 1.5 million hectares annually across targeted provinces. This substantial support contributed to achieving record-high palay production in the country for two consecutive years.

In summary, PhilRice’s GAD Mainstreaming has translated into concrete productivity gains, from increased project attribution to tangible improvements in the lives of women farmers. Integrating gender considerations is not just a checkbox but a catalyst for meaningful change, fostering a more inclusive and productive agricultural landscape.

Lessons Learned/Challenges in Implementing the Intervention

PhilRice’s GAD Mainstreaming initiative, while successful, has encountered challenges and offers valuable lessons for ongoing improvement. One major challenge is the initial absence of adequate mechanisms, knowledge, and staff capacity, hindering seamless GAD integration. This highlights the importance of continuous training and education to build the skills necessary for effective gender mainstreaming. Human Resource Management Office Head, Ma. Ethel P. Gibe emphasized the importance of Gender Sensitivity and Analysis Training to all PhilRice staff.

The impact of the COVID-19 pandemic on physical interactions posed another hurdle. The innovative adaptation of asynchronous training methods and the creation of localized GAD focal point systems helped overcome this challenge. However, the lessons underscore the need for flexible strategies to ensure uninterrupted GAD capacity-building activities during unforeseen circumstances. Jungie A. Diamsay, Science Research Specialist II, reflects on the challenges of implementing customized GAD training.

The process of mainstreaming GAD also revealed the critical role of supportive policies and management. The issuance of policies, such as integrating gender dimensions into projects, significantly shaped the ‘human face’ of rice science. A key lesson is the importance of institutional commitment and policy support for sustaining GAD efforts, as mentioned by Supervising Science Research Specialist Dr. Diadem B. Gonzales-Esmero during a key informant interview.

Additionally, the emphasis on sex-disaggregated data in database management highlights a lesson in the importance of comprehensive and gender-sensitive information systems. Moving forward, continuous improvement in data collection and analysis methods can provide more nuanced insights into the impact of projects on different genders.

Regarding potential areas for improvement, PhilRice could focus on further decentralizing GAD initiatives, ensuring that the benefits are evenly distributed across all stations and satellite offices. Strengthening partnerships with external organizations, including international bodies, can enhance the sharing of best practices and promote a broader impact. Continuous monitoring and evaluation of GAD efforts can identify areas that require adjustment and fine-tuning, ensuring a dynamic and responsive gender mainstreaming strategy. Overall, the journey of PhilRice in GAD mainstreaming provides a rich tapestry of lessons that can guide future initiatives towards even greater effectiveness and inclusivity.

Resources

Gonzales-Esmero, D. B. (2021). Gender Mainstreaming in Philippine Rice Research and Development: Progress, Challenges and Opportunities. Rice-Based Biosystems Journal, 9, 75–86.

Carrera, G. D. (2023, May). Women commission recognizes phirice’s gad mainstreaming activities. Rice Matters, p. 1.

Overview

Mindanao, the food basket of the Philippines, is a major food source and a key player in the Country’s international food exports. Mindanao generates more than 3 billion dollars worth of agricultural exports or 60% of the Country’s total agricultural exports; accounts for at least 40% of the Philippines’ food requirements; and contributes more than 30% to the national food trade. As Davao positions itself as a top exporter of processed food, it needs a hub for innovations and technical support to sustain the local food industry.

The Food Processing Innovation Center (FPIC) – Davao is the first Regional Food Innovation Center (RFIC) established in the Philippines through the High Impact Technology Solutions (HITS) program of the Department of Science and Technology (DOST). The Center is mandated to provide innovative food technologies from the abundant raw materials found in the locality as well as give technical support to the food industry in the Davao Region and nearby provinces. Furthermore, the Center is registered as a non-stock, non-profit organization under the Securities and Exchange Commission (SEC) with a business permit, a License to Operate, and a Good Manufacturing Practices (GMP) Certification granted by the Food and Drug Administration (FDA). The Center pioneers initiatives, sets operational standards, and collaborates with various agencies to provide technical support and expertise. FPIC-Davao not only complies with regulatory requirements but also contributes to economic growth and productivity in the Region.

Challenge

With its mandate to provide leadership and coordination of scientific and technological efforts and ensure maximum economic and social benefits for the public, the Department of Science and Technology Region XI faced a significant challenge in optimizing the utilization of its resources to efficiently deliver its outputs. The absence of a centralized shared service facility hindered the DOST XI in providing quality services and technical assistance to micro, small, and medium-sized enterprises (MSMEs) in the food sector, as well as students and researchers engaged in food science. Furthermore, there was a notable lack of collaboration and standards, representing a significant waste of time and motion in coordinating different sectors and stakeholders. The non-existence of such an operational framework hindered the effective exchange of information, resources, and expertise essential for providing Food Processing Laboratory Services in the region.

Solution

Established on 14 May 2014, the DOST XI, in collaboration with the Philippine Women’s College (PWC) of Davao, the Department of Trade and Industry (DTI) XI, the Food Processing Association of Davao (FPAD), Inc., the Local Government of Davao City, and HELP Davao Network. Its key features include:

Advanced Technology Integration: FPIC-Davao incorporates state-of-the-art equipment such as a vacuum fryer, spray dryer, water retort, freeze dryer, and cabinet dryer. This equipment enhances the efficiency of modern food processing techniques. These technologies streamline production processes to ensure higher productivity, increase value-addition, and improve product quality. The use of advanced technology also helps in minimizing food production wastage.

Collaborative Hub for Innovation: FPIC-Davao acts as a collaborative platform, bringing together the Department of Science and Technology XI, academic institutions, and industry key players. This collaborative approach fosters innovation by leveraging diverse expertise, promoting knowledge transfer, and facilitating interdisciplinary research. This synergistic multi-agency approach enhances the accessibility of resources, technical expertise, and support services for MSMEs, promoting practical technology application and commercialization, thus avoiding duplication of efforts, which ensures the efficient use of government resources.

The Pentahelix model of collaboration used by the FPIC

Education and Training Platform: The Center became a laboratory facility for the professional courses of the BS Food Technology program of PWC and research projects of other schools in Mindanao. It became a training center for students, community extension activities, and MSMEs

FPIC-Davao empowers communities through its social enterprise advocacy.

Compliance and Regulatory Support: FPIC-Davao ensures compliance with regulatory requirements, being the first to initiate the application for a License to Operate as a Food Manufacturer by the FDA. This proactive approach establishes a foundation for producing safe, high-quality food products for its clients and toll packers.

Pioneering Initiatives and Standards: FPIC-Davao sets operational standards and serves as a benchmark for other RFICs and Research and Development Institutes (RDIs). Its operations manual harmonizes services and standard operating procedures, guiding newly established centers.

The FPIC-Davao publishes Manuals for Operations Good Manufacturing Practices (GMP)

Non-Profit Structure and Compliance: FPIC-Davao operates as a non-stock, non-profit corporation, reinforcing its commitment to public service. Compliance with regulatory and statutory requirements, including securing a Mayor’s Permit and registration with the Securities and Exchange Commission, establishes a foundation for transparent and accountable operations.

The FPIC-Davao Organizational Chart

In summary, FPIC-Davao’s innovative features lie in its integration of advanced technology, collaborative and educational initiatives, regulatory compliance, and a multi-agency approach. These aspects collectively address the public-sector productivity challenge by optimizing resources, fostering innovation, and ensuring the agri-food industry’s sustainable and competitive growth.

Productivity Gains, Outcomes, and Impact

The FPIC-Davao has demonstrated tangible productivity gains, impacting the Davao Region and its stakeholders. Key outcomes include being a common service facility and supporting MSMEs, FPIC-Davao contributes to sustained regional and national economic growth. The development of more than 50 innovative food products, assistance to over 200 customers, and securing prestigious awards showcase the economic impact generated by the Center.

The Center’s achievements align with its collaborators, especially the DOST XI and PWC of Davao, broader goals of fostering innovation, supporting MSMEs, and contributing to the overall growth and development of the food processing industry in the Region.

Lessons Learned/Challenges in Implementing the Intervention

Through its journey, the FPIC-Davao has yielded valuable lessons and identified areas for potential improvement. While FPIC-Davao’s operations manual has been a pioneering guide for other RFICs, standardization faces challenges ensuring uniformity across regional centers. Continuous efforts are required to address variations in local contexts and optimize the manual’s applicability.

Ensuring practical technology application, deployment, and commercialization, especially in rural areas, requires targeted efforts. Strategies for seamless technology transfer to MSMEs across diverse locations may need refinement for broader impact.

Enhancing market access for MSMEs supported by FPIC-Davao is an ongoing challenge. The Center can explore additional strategies to help these enterprises overcome market barriers and connect with a broader consumer base.

In conclusion, FPIC-Davao’s journey has provided valuable insights into the complexities of collaborative innovation, technology transfer, and sustainable development. Addressing these lessons and potential areas for improvement will further strengthen the Center’s role as a transformative force in the food processing industry and Regional economic growth.

Resources

Arayata, Ma. C. (2021, November 12). FPIC Davao to launch Food Innovation product. Philippine News Agency. https://www.pna.gov.ph/articles/1159630

de Guzman, R. (2018, September 4). Davao leads in creating high-value food products with Dost’s Food Processing Innovation Center. Agriculture Monthly. https://agriculture.com.ph/2018/09/09/davao-leads-in-creating-high-value-food-products-with-dosts-food-processing-innovation-center/

Digital, S. S. D. (2023, October 14). Dost-Davao’s Food Processing, Innovation Center nominated. SunStar Publishing Inc. https://www.sunstar.com.ph/davao/dost-davaos-food-processing-innovation-center-nominated

Food Processing Innovation Center. Philippine Women’s College of Davao. (n.d.). https://pwc.edu.ph/innovations-and-socialventures/fpic/

Overview

The Philippine Institute of Volcanology and Seismology (PHIVOLCS) developed a software and decision-support tool that saves not just lives but also government resources, helping boost public-sector productivity. Dubbed the Rapid Earthquake Assessment System (REDAS), the tool provides real-time hazard monitoring, database development, and multi-hazard impact assessment coupled with capacity-building sessions for the target users.

Challenge

Before implementing REDAS, government agencies and local government units faced challenges in accessing real-time, accurate data, which hindered prompt decision-making and effective resource allocation in emergencies.

REDAS was conceptualized after the 7.8 earthquake on July 16, 1990, which claimed more than 1,000 lives and destroyed infrastructure. Getting information about potentially damaged areas was quite difficult, affecting relief and rescue operations. PHIVOLCS Associate Scientist and REDAS Program Coordinator Dr. Maria Leonila P. Bautista recalled that it was challenging to provide information during the early 1990s as the Internet was not accessible yet. Communication facilities failed. There was also a power outage and roads were blocked by landslides, and many places were inaccessible.

“It was difficult to tell (the public) what really happened. If we had a tool that can tell us right away what really happened or the impacts, then we can easily answer questions from the public,” she said.

Dr. Bautista used to be the spokesperson of PHIVOLCS and experienced first-hand how challenging it was to provide real-time information to relevant government agencies and LGUs, especially after a disaster.

Solution

REDAS served as an attempt to make scientific information more accessible to the public to guide relevant agencies and LGUs on preparing even before a disaster strikes. The REDAS software tool was an answer to the need of the government to determine the resources needed to be deployed, avoiding duplication of efforts and helping ensure that lives are saved in any disaster-prone or disaster-hit area.

Screenshot of the REDAS Intro Page

REDAS was initially designed for earthquake simulation only. However, due to the changing needs and demands of its target users and the exposure of the Philippines to natural hazards, REDAS has evolved over the years. From an earthquake simulation tool, REDAS has become a multi-hazard impact calculation tool that can also cover tsunami, lahar, flood, severe wind, rainfall, and agricultural damages. REDAS also has earthquake and rainfall monitoring capabilities. Aside from the actual tool, PHIVOLCS also conducts training sessions to ensure that the intended users can optimize what the tools can offer.

Screenshot of the REDAS Satellite Rainfall Monitor (SRM) Module

PHIVOLCS ensures that each training session is based on the specific needs of the audience to make the training curriculum more attuned to the needs and requirements of the requesting partner.

REDAS Science Research Assistant Jordana Marie Argamosa shared that the REDAS team tailor-fits each session based on the challenges and needs of their participants. She added that they ensure continuous communication and feedback from stakeholders to ensure that their needs and requests for additional functionalities are added to the REDAS system.

REDAS has the following features that can be replicated by other public sector organizations dealing with managing disaster risks:

  • Ability to develop and plot elements-at-risk data. Indeed, government agencies and LGUs cannot manage what they do not know. REDAS can be a tool for them to develop their own elements-at-risk that they need: making their communities safe from and resilient to natural hazards. REDAS can also generate deterministic ground shaking hazard maps for the target communities. This means LGUs can be guided in determining which areas are highly exposed to potential disasters. The elements-at-risk data can feed into their preparation, mitigation, and response plans.
Screenshot of the REDAS Earthquake Impact Assessment Module
  • Accessibility since it is a freeware. Since REDAS is a freeware, government agencies can use the tool without paying extra for them to be able to use it. The training sessions, post-training support, and future upgrades are offered at no cost as well. The tool does not require users to master a Geographic Information System (GIS), making it relatively user-friendly.
Screenshot of the Opening Window of REDAS ETAM and SRM Modules, both free to use
  • Two-way feedback mechanism. Each training session is also an opportunity to gather feedback from the users. From a simple, straightforward earthquake assessment and impact calculation tool, REDAS has morphed into a highly-improved version after considering the needs of its users.
REDAS Capability Development Session for Moro Gulf Stakeholders

Productivity Gains, Outcomes, and Impact

Dr. Bautista shared that different government agencies are using REDAS to ensure that the disruptions in their services are minimized. REDAS, for example, has been helping the Department of Energy (DOE) determine how REDAS simulation and tools help our country’s energy sector through the DOE respond to earthquake emergencies using a simulation tool such as REDAS. REDAS has also been helpful for LGUs as it provides science-backed information on when they need to evacuate their constituents. To date, a total of 55 provinces, 690 municipalities/cities, 19 NGAs, 39 SUCs, 79 private companies, and 10 NGOs have been trained in the use of the software.

REDAS has been helpful in promoting public-sector productivity by enhancing preparedness, response, and recovery efforts. Through REDAS, government agencies and local government units can handle crises effectively by helping ensure the following:

  • Faster decision-making before, during, and after a disaster. Training equips public sector employees with the knowledge and skills to make informed decisions during a disaster. This leads to quicker, more effective decision-making, reducing confusion and ensuring resources are allocated efficiently. When different agencies and departments can work together seamlessly, it minimizes duplication of efforts and streamlines the response to a disaster.
  • Better resource management and reduced economic losses. Training helps public sector workers understand how to allocate resources efficiently during a crisis. This ensures that resources such as personnel, equipment, and funds are used where needed most, preventing waste and inefficiency. By effectively managing disasters and their aftermath, public sector productivity can help reduce economic losses for the community, helping free up resources for other critical public services and projects.
  • Reduced risks in communities. Since REDAS can provide scientific information on impact calculation, government agencies, and LGUs. By proactively mitigating risks, government agencies can help reduce the frequency and severity of disasters, ultimately leading to fewer disruptions and less strain on resources.
  • Efficient recovery planning. The faster a community can recover from a disaster, the less productivity is lost. Public sector employees training in this area can help communities get back on their feet more quickly.

PHIVOLCS has also been working closely with international partners. REDAS is one of the tools proposed by the Japan International Cooperation Agency (JICA) to provide impact calculations in some of their project sites. Dr. Bautista shared that the JICA team think of ways to reduce the impacts as calculated by REDAS.

REDAS has also been tapped by the Asian Disaster Preparedness Center (ADPC) to develop a gender and human rights-based questionnaire tool from a disaster risk reduction perspective.

Aside from providing crucial information before or after a disaster, REDAS also gives information that can guide policymakers, land use planners, and local chief executives in considering the hazards present in their communities in preparing their development initiatives. Doing so would help ensure that resources are not spent in building infrastructure or facilities within hazard-prone areas.

Lessons Learned and Challenges in Implementing the Intervention

One of the greatest lessons in rolling out REDAS is the need for more continuity in some agencies or communities. Some of the participants, according to Dr. Bautista, are non-plantilla personnel. In the succeeding years, PHIVOLCS needs to train a different set of users from the same agency or LGU. Trainings have to be continuously done as new REDAS modules are developed and there is a turnover of LGU personnel.

The REDAS team is aware of the necessary improvements to work on. For example, REDAS currently provides impact calculations at the barangay level. Further improvement can be done by offering a household-level impact calculation to help residents prepare.

There is also a need to provide off-the-shelf learning materials to help promote better knowledge-sharing and knowledge transfer to the intended users of the software. The COVID-19 pandemic was also a wake-up call for PHIVOLCS as the team needed to prepare to deliver sessions online. The program team then offered online sessions during the pandemic to ensure that the target agencies could still use the tool despite the physical restrictions.

In summary, REDAS has helped promote public-sector productivity by equipping employees with the necessary skills and knowledge to help mitigate, respond to, and recover from disasters effectively. This, in turn, leads to improved public productivity as resources are used more efficiently while public service delivery disruptions are minimized.

Sources

Bautista, M. L. P. (2009, July 29). Philippines: PHIVOLCS-DOST conducts redas trainings for Surigao del Sur, Dinagat and Bohol provinces – Philippines. ReliefWeb. https://reliefweb.int/report/philippines/philippines-phivolcs-dost-conducts-redas-trainings-surigao-del-sur-dinagat-and

De Vera, A. V., Pedrosa, M., Largo, F. F., Chua, F. S., & Botona, R. (1970). Earthquake impact assessment using redas software in selected barangays in region XI. International Journal of Education Research for Higher Learning. https://ejournals.ph/article.php?id=13292

MCR collaborates with DOST-PHIVOLCS and ICDRRMO for redas modules 1-3 training for Iligan City. Mindanao State University – Iligan Institute of Technology. (2023, October 17). https://www.msuiit.edu.ph/news/news-detail.php?id=1690

REDAS Activities. Philippine Institute of Volcanology and Seismology. (n.d.). https://www.phivolcs.dost.gov.ph/index.php/redas

Overview

iRISE UP (Intelligent, Resilient, and Integrated Systems for the Urban Population) is an intelligent and integrated early warning system that empowers the Local Government of Quezon City to address various hazards proactively, such as flooding and extreme weather events. By utilizing both the latest and traditional technologies, community engagement, and data-driven governance, iRISE UP has successfully enhanced the city’s disaster preparedness and response capabilities. Its impact includes improved risk assessment, streamlined communication channels, and establishing a resilient framework that prioritizes public safety and sustainable development.

Challenge

Before implementing the iRISE UP program, the Local Government of Quezon City was lacking on reliable, localized, and real-time data system that provided residents with timely and comprehensive hazard and disaster information. As a result, response time during disasters was delayed, the allocation of city resources was wasted, and the lives of its citizens were put on the line. With the city’s history of devastating disasters, including the traumatic impacts of the 2009 Tropical Storm Ondoy and the recurring threat of flooding, there is a critical need to enhance disaster preparedness and response mechanisms.

QCDRRMO Officer-in-Charge Ricardo Belmonte emphasized the need for a more precise method of gathering weather and flooding information, considering the extensive constituency comprising 142 barangays, covering approximately 35% of Metro Manila.

Solution

The iRISE UP program is established as a multi-hazard early warning system within the city’s Disaster Risk Reduction and Management Operations Center, enhancing the city’s capabilities to tackle the changing disaster risks and provide accurate information for informed decision-making and disaster preparedness. It employs a system-driven approach, converging multiple data and systems of the city government into a unified platform, thereby serving as a foundation for tailored interventions that build safer, more adaptive, and resilient communities. QCDRRMO Geographic Information System (GIS) Team Leader Jose Leo Martillano says that through iRISE UP’s GIS feature, they were able to allot essential resources such as rescue boats more effectively and efficiently.

Innovative features of the iRISE UP Program include:

  1. Backend System: The program incorporates an extensive sensor network and Geographic Information System (GIS) database, enabling dynamic analysis and data visualization. This allows for the continuous evolution of the program in response to changing disaster risks, facilitating informed decision-making and effective disaster preparedness.
Screenshot of the Local Government of Quezon City’s iRISE UP Dashboard
  1. Real-Time Monitoring: Utilizing remote sensors, field equipment, and data loggers, iRISE UP enables efficient data transmission, ensuring timely and accurate monitoring of various hazards. This real-time monitoring capability enhances the city’s ability to respond promptly to emerging risks and threats.
iRISE UP enables real-time monitoring in the Barangay Batasan Hills’ Operations Center
  1. Downloadable Historical and Live Data: iRISE UP provides accessible historical and live data, empowering stakeholders to make informed decisions and implement targeted interventions based on past events and trends. This feature enhances overall disaster response capabilities and supports proactive risk management.
  2. Localized Hazard and Risk Maps: The program offers localized hazard and risk maps, providing accessible information for effective mitigation and response planning. This feature aids in identifying high-risk areas and supports the development of comprehensive strategies to address potential disasters.
Screenshot of the iRISE UP Barangay Risk Assessment for Rain
  1. Impact-Based Weather Forecasting: By focusing on impact-based weather forecasting, iRISE UP delivers actionable information for disaster preparedness, emphasizing the potential impacts of weather events rather than just the meteorological data. This approach informs anticipatory action helping communities and decision-makers make well-informed choices in their disaster response strategies.
QCDRRMO personnel monitoring weather data at the QCDRRMO Operations Center
  1. End-to-End Approach: iRISE UP fosters community engagement and empowerment by promoting a comprehensive approach to risk assessment and management activities. An end-to-end approach, which is crucial in risk communication, ensures that the important messages reach the intended audience. This inclusive strategy also encourages community members to actively ensure their safety and well-being, thereby building more resilient communities.
Barangay DRRMC Member checking the rain gauge at Barangay Batasan Hills
  1. Utilization of Digital and Traditional Instruments: The program integrates digital and traditional instruments, emphasizing the synergy between modern technology and community capabilities. This approach ensures that the benefits of technological advancements are combined with the practical knowledge and resources available within the community.
QCDRRMO staff checking the rain gauge at Barangay Batasan Hills
  1. System-Driven Whole-of-Government Approach: iRISE UP adopts a whole-of-government approach that converges data from various departments and offices within the city government. This unified approach facilitates effective disaster risk reduction and management, enabling a coordinated and comprehensive action plan for building resilient communities. This also helps in avoiding task duplication and reducing costs, promoting productivity.
The iRISE UP Operational Matrix adopts a whole-of-government approach to disaster management.

Productivity Gains, Outcomes, and Impact

The integration of the iRISE UP program into the disaster risk management and response framework of Quezon City has yielded substantial and measurable productivity gains and outcomes, significantly enhancing the performance of the Local Government of Quezon City and the Quezon City Disaster Risk Reduction and Management Office (QCDRRMO).

Under the Disaster Risk Reduction key result area, iRISE UP has facilitated the generation of over 1,000 maps, enabling a comprehensive understanding of hazard-prone areas and informing preemptive actions such as localized evacuations. The program has also empowered Barangay DRRM Committees to implement preemptive and forced local evacuations, leading to a successful partnership with numerous grassroots organizations in executing DRRM programs. These initiatives have substantially reduced the number of casualties, with zero recorded casualties since the implementation of iRISE UP in 2020.

Regarding Disaster Preparedness and Response, the program has contributed to training more than 17,000 individuals as disaster response force multipliers, ensuring a more efficient and coordinated response during calamities. The identification of evacuation sites and camp managers using iRISE UP data has improved evacuation procedures’ management, guaranteeing evacuees’ safety and well-being. Moreover, providing hot and healthy meals and child-friendly spaces in evacuation sites has significantly enhanced the overall well-being of affected individuals and families. QCDRRMO Research and Planning Section Chief, EnP Ma. Bianca D. Perez, MPA, elaborated on these achievements in a key informant interview.

The Bounce Forward Together initiative has resulted in the design of stormwater harvesting detention basins and the identification of hazard-prone areas, paving the way for developing and implementing critical infrastructure projects. The identification and planned relocation of informal settler families living in hazardous zones reflect the city’s commitment to ensuring the safety and security of its citizens.

Lessons Learned and Challenges in Implementing the Intervention

A key lesson learned is the importance of redundancy for disaster resilience. The program has recognized that digital communication methods may falter during crises. The deployment of radio communication serves as a robust backup method, ensuring efficient information exchange among response teams and the community. This redundancy enhances disaster resilience by facilitating coordinated responses to emergencies. Integrating solar power and Uninterruptible Power Supply (UPS) systems in key buildings also ensures the availability of electricity during power outages, which is crucial for maintaining essential services and communication during disasters.

To further enhance the sustainability and effectiveness of iRISE UP, the institutionalization of the program is an ongoing process. Building the capacity of personnel, collaboration with various stakeholders, and budget allocation are essential elements of this institutionalization, ensuring the long-term viability of disaster risk management efforts in Quezon City. The end-to-end approach emphasizes community understanding of the information generated by iRISE UP and its subsequent actions provides valuable lessons in empowering and engaging communities. House-to-house education campaigns, the use of physical flood markers, traditional signages, and manual hand-crank sirens all contribute to ensuring that communities are well-prepared and proactive in their response to disaster-related information.

In terms of potential areas of improvement, ongoing community engagement and education are crucial to sustaining the program’s effectiveness. Continuous efforts to reinforce community understanding and action should be a priority. Additionally, regular maintenance and upgrading of technology, infrastructure, and communication equipment are essential to ensure their reliability during emergencies. Lastly, a review of the allocation of resources and budget to support the program’s long-term sustainability may identify areas for improvement and optimization.

Resources

Caliwan, C. L. (2023, October 13). Galing Pook winners urged to share best practices with other LGUs. Philippine News Agency. https://www.pna.gov.ph/articles/1211732

Gozum, I. (2023, November 1). Quezon City’s early warning system keeps residents prepared for weather events. Rappler. https://www.rappler.com/nation/metro-manila/quezon-city-early-warning-system-keep-residents-prepared-weather-events/

Mateo, J. (2023, October 16). Quezon City among Galing Pook Awardees for 2023. Philstar.com. https://www.philstar.com/nation/2023/10/17/2304339/quezon-city-among-galing-pook-awardees-2023

Overview

The Bataan General Hospital and Medical Center (BGHMC) Healthcare Provider Network (HCPN) Online Referral System stands as an example of healthcare innovation and leadership. BGHMC, a tertiary hospital, encountered significant challenges related to inefficient patient referrals and resource allocation, leading to overcrowding and delayed care. To address these issues, BGHMC introduced an Online Referral System within a broader Service Delivery Network (SDN). This system improved patient referrals, optimized resource distribution, and mitigated patient bypassing, thereby enhancing healthcare productivity and service quality.

Challenges

BGHMC faced productivity challenges characterized by inefficient allocation of healthcare resources and patient congestion. As a tertiary hospital, it struggled with an influx of primary cases, compromising its capacity to provide specialized tertiary-level care. A disorganized referral process allowed patients to bypass primary care facilities, such as Rural Health Units (RHUs), and seek care directly at BGHMC, exacerbating congestion, resource wastage, delayed care, and patient dissatisfaction.

Solution

The BGHMC-HCPN Online Referral System addresses the challenges of inefficient resource allocation and congestion by introducing several innovative features:

Streamlined Referral Process: The HCPN Online Referral System streamlines the patient referral process through a two-way mechanism. This process empowers primary healthcare facilities to act as gatekeepers, ensuring that patients receive care appropriate to their needs. This prevents bypassing of primary care facilities and optimizes resource allocation.

The Streamlined Referral reflected in the SDN Process Flow

Data-Driven Decision-Making: The system incorporates data collection and analysis, providing valuable insights into patient demographics, case distribution, and referral patterns through the bed tracker and medicine inventory. This data-driven approach allows healthcare providers to make informed decisions about resource allocation and identify areas for improvement.

Features such as the Medicine Inventory and Bed Tracker provide Data-Driven Decision Making

Improved Connectivity: Addressing connectivity challenges, BGHMC donated desktop computers to RHUs, ensuring efficient system access in areas with limited connectivity.

Patient Empowerment: Patients are actively involved in the referral process by receiving access codes. This feature enhances patient understanding of their healthcare journey and ensures smooth transitions between healthcare levels.

Integration of Health Records: Electronic Medical Records (EMR) organize patient data, fostering better communication between healthcare providers, reducing paperwork, and eliminating data entry redundancy.

Since the EMR is web-based, patients’ records can be viewed by physicians using any mobile device as long as it is connected to the internet, ensuring data privacy.

Telemedicine and Teleconsultations: Telemedicine was leveraged, especially during the pandemic, enabling remote medical consultations, reducing physical visits, and decongesting hospital facilities.

Steps on how to use, register, and avail of the BGHMC Telemedicine

The BGHMC HCPN Online Referral System offers a comprehensive approach to addressing congestion and inefficient resource allocation in the healthcare sector. It leverages technology, data-driven decision-making, patient empowerment, and a commitment to good governance to optimize healthcare productivity and improve patient care quality.

Productivity Gains, Outcomes, and Impact

The BGHMC-HCPN Online Referral System has produced significant measurable productivity gains and outcomes, leading to enhanced hospital performance and superior patient care.

Before the HCPN system, BGHMC was congested with primary cases that could have been handled at lower-level facilities. As interviews with BGHMC Medical Center Chief Dr. Glory Baltazar and Mariveles District Hospital Chief Dr. Hector T. Santos revealed, the system’s gatekeeping mechanism has significantly reduced this congestion. The hospital now caters to 90% of tertiary cases, up from 13% before the implementation of the program, thereby improving resource utilization and patient care.

The system’s data-driven approach allows BGHMC to allocate resources more efficiently. Dr. Romeo Tuazon, Chairperson of the Office of Strategy Management, emphasized the importance of coordinating with offices and streamlining referral systems. This efficiency results in reduced patient waiting times and improved services. The HCPN Online Referral System has expanded access to healthcare services. Patients can now identify where to seek care as the system guides them to the appropriate level of healthcare. This was confirmed in interviews with Dr. Bhen Bautista and Violeta S. Sebastian, among others, from rural health units and health stations.

The introduction of telemedicine, highlighted by Mariveles District Hospital Chief Dr. Hector T. Santos, has played a crucial role during the pandemic. Patients can access consultations remotely, reducing the need for physical visits. This not only improves patient safety but also helps decongest hospital facilities.

In addition, the system’s data collection and analysis have empowered BGHMC to make data-driven decisions. This information is essential for resource planning and allocation. An interview with BGHMC Professional Education, Training and Research Office Secretariat Ria-ann Dizon emphasized the importance of data protection and research studies to improve the system continuously.

The system empowers patients to understand their healthcare journey by involving them in the referral process. Dr. Gerard B. Sebastian, Mariveles Municipal Health Officer, mentioned educating patients about their health-seeking behavior, which leads to better-informed choices. Adopting the PGS, as mentioned by Dr. Romeo Tuazon, ensures that the system aligns with organizational goals. It allows for continuous monitoring and evaluation, crucial for productivity gains.

Lessons Learned and Challenges in Implementing the Intervention

The implementation of the BGHMC HCPN Online Referral System met several challenges, including initial resistance to the new system and internet connectivity issues, emphasizing the importance of comprehensive training, change management, IT infrastructure improvement, and data privacy measures. Collaboration with local providers and government agencies can enhance internet services. Ongoing training and community education are vital for system success, as is integration with other healthcare systems, data analytics, and expansion to private hospitals.

In conclusion, the BGHMC-HCPN Online Referral System improved the way healthcare is delivered in the province of Bataan. While challenges were encountered, ongoing efforts and enhancements ensure the system’s long-term success and benefit to the community.

Resources

Esconde, E. (2021, March 19). Bataan hospitals can still accommodate patients – Philippine News Agency. Philippine Information Agency. https://www.pna.gov.ph/articles/1134236

Philstar.com. (2020, August 26). Rural Health Units urged to step up services under “New normal.” Philstar.com. https://www.philstar.com/headlines/2020/08/26/2037988/rural-health-units-urged-step-services-under-new-normal