Category: Innovation Leadership

Organization

Southern Leyte State University

Best Practice Focus Area/s

Operations

Year Implemented

April 2020 – June 2020

This is a GBPR Entry

Summary

The SLSU offered support in responding to the community’s needs by providing financial assistance and psychosocial counseling to seriously affected students. These are the provision and implementation of enhanced institutional and community preventive measures against COVID-19; production and distribution of SUPPRESS COVID-19 PPEs, IEC materials, and info cast system, production and distribution of SUPPRESS COVID-19 emergency food, development, production, and the deployment of SUPPRESS COVID-19 system and innovations; and establishment of Bayan-Anihan: Aksyon Kontra Gutom.

SLSU through its campus in Tomas Oppus distributed food packs to frontliners and senior citizens, washable face masks, and #COVID19 leaflets entitled “Luwas ang may Kahibalo.”

Background and Problem

The COVID-19 Pandemic has affected people’s lives worldwide. In the Philippines, people in different sectors of society showed varied responses. The operations of Southern Leyte State University (SLSU) have changed. As the only university in the Southern Leyte Province, the SLSU initiated strategies to prevent and protect the community from infection.

SUPPRESS COVID-19 initiatives should be carried out as one holistic program to have a truly unified, proactive, and progressive set of projects and activities to combat the COVID-19 pandemic. To fight as one requires each project component to be successfully implemented. To heal as one, as a common battle cry, essentially requires all the components to be successfully carried out.

Solution and Impact

The SUPPRESS Program was launched to implement a unified, proactive, and progressive response to the COVID-19 pandemic, which impedes the normal flow of things in the province. Methods were applied for manufacturing and quality assurance.

One activity under the SUPPRESS Program is phone anxiety counseling and regular online monitoring among students and employees of the university, which registered Guidance Counselors and Social Workers handle. Proper protocol and procedures are followed with the utmost consideration for the confidentiality and privacy of the engagements. Production of PPEs follows a protocol and ensures that they serve the purpose. Three-ply facemasks are designed with pockets for inserting droplet traps like cloth or other similar materials. Face shields were designed based on the suggestion of medical doctors requesting the same. The production of disinfectants and liquid hand soap strictly observes the Department of Health (DOH) protocol. The preventive measures and systems innovations integrated into this project applied standard and tested theories and practices to ensure that they will benefit the users/consumers without adverse environmental effects.

Emergency food products are outputs of the university’s research and innovation faculty members. These are Intellectual Property (IP) protected and are already adopted by the community and industry. Hence, these are already in the market.

Coordination and Distribution Mechanisms: Coordination with the IATF and DRRM offices in the municipalities of the service has been done to harmonize the university’s actions based on what the community needs. The distribution of the products was based on the request of the frontliners, as suggested by IATF and DRRM, and as proactively viewed by the university based on the current situation of the communities in the service areas. Proper documentation, such as acknowledgment receipts and pictures during product distribution, are considered vital documents.

Through the SUPRESS program of the university, financial assistance, and psycho-social counseling are adequately provided and administered to at least 50 stranded students due to the implementation of ECQ and lockdowns; enhanced institutional preventive measures against COVID-19 are provided and implemented; 7,740 SUPPRESS COVID-19 IEC materials were produced; 6,000 pieces of washable facemasks and improvised facial shields and 200 gals of disinfectants and sanitizers were produced; a substantial volume of emergency foods was processed and produced; automated systems and applications to suppress COVID-19 were developed, and Bayan-Anihan and Backyard FARMacy models were established in selected SLSU campuses. All municipalities in Southern Leyte were the beneficiaries of the program.

Milestones/Next Steps

During the first month of the SUPPRESS Program, the university has undergone a complete procurement process: posting: approved purchase request, Philgeps print-out; canvassing: request for quotation, abstract; bidding: BAC resolution, a notice of award/purchase order; delivery: delivery receipt, inspection, and acceptance report. COVID-19 products such as PPEs, food products, and innovations and services have been carried out and continued until the duration of the program (Month 1-3) with complete documentation. By Month 3, terminal and liquidation reports were submitted to CHED.

Organization

Ilocos Training and Regional Medical Center (ITRMC)

Best Practice Focus Area/s

Human Resource, Operations

Year Implemented

31 March 2020

This is a GBPR for COVID-19 Response entry

Summary

The vision of Ilocos Training and Regional Medical Center (ITRMC) is to provide quality multispecialty end-referral care to the people and for the hospital to level up to be the center of health capacity and response system, particularly during this pandemic. Using digital innovation to improve health access and service delivery is one important strategy to address the gaps affecting micro and macro socio-economic activities.

The innovation started with an online social media platform called “E-Konsulta Mo Kay Dok,” which later developed into a web application for the pre-hospital coordination Outpatient Department Appointment System. This online communication increased awareness of ITRMC as one of the few institutions that provided such services during this pandemic. It also enhances the patient experience with the hospital, provides a sense of pride, and boosts the morale of the medical team who developed the project. It has evolved to include clinical specialty and subspecialty services.

Background and Problem

Before the pandemic, the hospital caters to a daily average of five hundred (500) to six hundred (600) outpatients in a limited single-floor outpatient building that houses several specialty and subspecialty clinics. Notifiable risks include overcrowding, poor ventilation, long queues, prolonged turnaround time, inefficiency, and patient discomfort.

As the nation transitions into the “new normal,” following the Department of Health (DOH) and the directive of the Inter-Agency Task Force (IATF) on the basic minimum health standards, hospital operations must be streamlined to ensure the safety not only of the patients but also all health-care workers and the stakeholders who will visit the hospital for non-medical concerns.

Public health information is clearly and regularly given. ITRMC wants to ensure that even the most vulnerable population seeking its services will not contract the virus and other emerging infectious diseases inside hospital premises.

Solution and Impact

Last 8 June 2020, the hospital reopened its Outpatient Service, considering the five pillars of preparedness defined by the Inter-Agency Task Force: reducing vulnerability, reducing transmission, reducing contact, reducing the duration of infection, and governance and accountability in the streamlining of its operations. The initiatives include using the conceptual framework of integrated pre-hospital coordination, departmentalized and facilitated consultation, and post-hospital coordination and follow-up.

In the pre-hospital coordination, one platform used was the online consultation via e-Konsulta, which was used during the height of the Enhanced Community Quarantine (ECQ) beginning 31 March 2020. The basic principle of e-Konsulta is to provide health access using information technology via chat box through Facebook. They used it as a mechanism for surge management and to assist a patient where transportation and mobility are a concern. Another pre-hospital coordination is via call and car navigation, used by the Operation Center under Marvin Munar’s Disaster Risk Reduction Management Office.

The entire hospital’s internal business processes are currently being reviewed across all levels to address issues on quality, particularly in the following areas: safety, timely, effective, efficient, equitable, and people-centered care. All quality procedures across divisions, departments, offices, and units are in the process of review and revision with an emphasis on understanding the changes and considering the different internal and external issues brought about by the pandemic. This will be a big step in identifying mitigating actions addressing risks and using opportunities for improvement.

The post-hospital coordination with all health care facilities, including institutions involved in public health, will be strengthened by establishing a unified database of information technology, capacity-building activities, and financial integration embedded in the Universal Health Care Act. The impact is the improvement in hospital operations, thus ensuring delivery of quality care along with the following major areas: safety, effectiveness, efficiency, equitability, timeliness, and people-centeredness.

Milestones/Next Steps

Before the official opening of the OPD, a two (2)-day dry run was held to observe for process flow, compliance with basic health standards, avoiding overcrowding, turnaround time, and compliance with infection control and triage protocols. The dry run result and the effect after less than a month of implementation will be reported under the performance measures and impact.

Congruent with this, the Operation Center has launched a data-collection system on pre-hospital coordination relative to the operation of the Health Care Provider Network with the Local Government of La Union. They will use the information captured as a way forward to improve pre-hospital coordination not only among healthcare facilities but also with the community at large.

In the same way, the data encoding system was reviewed and revised to strengthen intrahospital or interdepartmental referral and communication to improve the Outpatient consultation for follow-up care after hospital discharge.

The ITRMC is planning to enhance further and improve the technology to include a unified database sharing of electronic medical records with their existing partners in the province-wide Health Care Provider Network, including but not limited to Provincial and District Hospitals and Rural Health Units. This will be an excellent opportunity to further gather health information for translational research to improve healthcare service delivery and partnership.

Organization

Samar State University

Best Practice Focus Area/s

Citizens / Customers

Year Implemented

March 2020

This is a GBPR Entry

Summary

Through the SSU Bantay COVID program, the SSU community forefronted synergy in action, and fused multidisciplinary expertise among educators, researchers, innovators, health/medical experts, social scientists, security personnel, counselors, and sources of informed knowledge. This program paved the way for alliance building as stronger linkages have been established among Local Government Units (LGUs), Non-Government Organizations (NGOs), private organizations and individuals, frontline agencies, armed forces, hospitals, and rural health units that share the same goal of combatting COVID-19.

The SSU, as a research institution, headed research and innovation initiatives that helped the LGUs efficiently make use of the few resources available while productively helping the affected communities, encouraging teamwork, empowering citizenry, and reinventing resilience. Amid a global health crisis, the SSU community was a role model of teamwork as faculty and personnel worked to serve the most vulnerable communities. Empowering citizenry also never came last, as the SSU ensured the provision of legitimate and accurate information that ultimately resulted in the communities making informed decisions. Finally, the SSU treated the pandemic as an opportunity to strengthen resilience among the communities by revisiting old practices, lifestyles, health, and the environment and developing new ways to improve resilience.

Background and Problem

At the onset of the health crisis, the SSU quickly strategized a plan to help mitigate the adverse socio-economic effects of the COVID-19 pandemic in the Samar province. The SSU devised a holistic and innovative tactic dubbed “SSU Bantay COVID: The Smarter Way” to improve the economic, educational, health, and well-being aspects of Samarnons.

The Samar State University (SSU) was one of the first agencies in Region VIII that served as a running fortress of the Samar towns at the onset of the novel Coronavirus outbreak. The Samar province was most vulnerable due to the alarmingly high virus transmission with very few resources to make ends meet. Because of its research and innovation efforts, the SSU was recognized as one of the thirty (30) Fabrication Laboratories (FabLab) in the Philippines that helped control the further spread of the virus through various initiatives. Employing a holistic approach, the SSU Bantay COVID: The Smarter Way Program led initiatives through various SSU Bantay COVID projects and resulted in the region’s best practices. At the heart of this best practice lies the core foundations of the program—the Smarter Way.

More than a thousand COVID-19 cases have been recorded for the Eastern Visayas region alone, and several towns were forced into lockdowns. With only a few hospitals and with strict travel restrictions, the region was feared to experience despair in acquiring basic goods and other essential resources.

SSU-ICT launches Bantay COVID-19 web app codenamed ‘Lagidgid’

Solution and Impact

The SSU Bantay COVID: The Smarter Way applied a strategic, immediate, innovative COVID-19 response through different SSU Bantay COVID projects. These projects include the production of medically acceptable face shields, face masks, chemical-free mobile disinfection chamber, non-toxic disinfectants, alcohols and sanitizers, soaps, and immune system booster food products; development and distribution of learning materials for stranded children; mobilization of various information dissemination means namely, Lagidlid COVID-19 web application, “Kaupod ha Pag-uswag” radio program, SSU Pag-Himangraw COVID Response Center, and printed Information Education and Communication (IEC) materials; and the initiation of Bulig Catbaloganon outreach program.

These initiatives assisted hundreds of thousands of Filipinos around Eastern Visayas. These projects shall help create COVID-19-free communities and a less overwhelmed Philippine healthcare sector. The SSU Bantay COVID initiatives also resulted in communities recognizing SSU as a community’s research entity and extension arm. As a result, more LGUs and communities seek the university’s assistance in research and innovation as a basis for policy-making and formulation of local needs-based programs. Expectantly, the long-term impact this shall have is the creation of more scientific communities and the formulation of research-based policies and programs for the people.

Milestones/Next Steps

The efforts of the SSU helped combat the novel coronavirus in the province the ‘smarter’ way. As of June 2020, more than five hundred thousand (500,000) residents were assisted; sixty-six (66) units/offices and thirteen (13) hospitals and Rural Health Units (RHUs) around the Eastern Visayas region were given disinfectants and sanitizers; over ten thousand (10,000) masks and three thousand (3,000) face shields were distributed, and over a thousand Catbalogan and Tarangnan frontliners were fed with immune system booster food products at the onset of the novel Coronavirus. Moreover, over a thousand Catbaloganons were given financial and basic goods assistance through an outreach program that raised almost half a million pesos.

The SSU Bantay COVID Program paved the way to recognize the SSU’s Research Innovation Center (RIC) as one of the 30 Fabrication Laboratories (FabLab) in the Philippines allowed to help manufacture products that will help bring solutions to the complete eradication of the virus.

The SSU has also been identified as one of the COVID-19 front liners of Samar province and maintained an even stronger partnership with the immediate Local Government Units (LGU). Organizations also recognized the university’s efforts as it was featured online and on radio platforms.

The novel Coronavirus outbreak was an unforeseen crisis around the globe. It overwhelmed all sectors of society and pushed millions of Filipinos to further adversity.

Organization

Department of Science and Technology Regional Office XI

Best Practice Focus Area/s

Strategy, Human Resource, Operations

Year Implemented

28 July 2020

This is a GBPR for COVID-19 Response entry

Summary

The DOST XI Pandemic Manual (PAN Manual), which is a procedure manual, defines the scope, purpose, and responsibilities of the procedures for prevention, mitigation, and building resilience to epidemics and pandemics of the DOST XI.

This PAN Manual is aligned with relevant international and local laws and regulations, such as the World Health Organization (WHO) health protocols and Occupational Health and Safety (OHS) Standards. It provides step-by-step procedures for implementing various technologies, innovations, and systems developed to provide a secure working environment during health outbreaks. The PAN Manual shall serve as guidelines for both the employees and external customers and will ensure the continuous delivery of quality products and services of the DOST XI despite past, ongoing, or expected epidemics and pandemics.

Background and Problem

The International Health Regulations of 2005 provide the framework for WHO epidemic alert and rapid response activities to control international outbreaks and strengthen international public health security. This is complemented by several local laws and regulations that support the management of health emergencies, such as the Republic Act No. 11332 or the Mandatory Reporting of Notifiable Diseases and Health Events of Public Health Concern Act as well as the Executive Order No. 168 Series of 2014 or creation of the Inter-Agency Task Force for the Management of Emerging Infectious Diseases in the Philippines. There are also specific local laws and regulations passed to effectively respond to the ongoing COVID-19 crisis, such as the Republic Act No. 11469 or the Bayanihan to Heal as One Act, Proclamation No. 922 Series of 2020 or Declaring a State of Public Health Emergency throughout the Philippines, and the Department of Health (DOH) Administrative Order No. 2020-0015 or the Guidelines on the Risk-based Public Health Standards for COVID-19 Mitigation, among others.

With these, the DOST XI opted to establish, implement, and maintain a Pandemic (PAN) Manual with the objectives of defining the scope, purpose, and responsibilities of DOST XI Regional Office personnel in relation to the procedures on prevention, mitigation, and building resilience to epidemics and pandemics. The PAN Manual will also guide all DOST XI personnel, customers, and other stakeholders on what to do in terms of pandemics. It also aims to standardize each procedure for preventing, mitigating, learning, and integrating epidemics and pandemics and ensure the continued delivery of quality products and services.

The DOST XI Pandemic Manual (PAN Manual), which is a procedure manual, defines the scope, purpose, and responsibilities of the procedures for prevention, mitigation, and building resilience to epidemics and pandemics of the DOST XI.
The Department of Science and Technology Regional Office XI (DOST XI) officially launched on 28 July 2020 the manual entitled “Pandemic Manual: A Procedures Manual on Prevention, Mitigation and Building Resilience to Epidemics and Pandemics.”

Solution and Impact

In order to ensure the delivery of products and services despite past, ongoing, and expected epidemics and pandemics, the DOST XI launched a manual entitled “DOST Davao Region Pandemic Manual: A Procedures Manual on Prevention, Mitigation and Building Resilience to Epidemics and Pandemics.”

The DOST XI could conduct consultations between the management and DOST XI personnel in developing and reviewing the procedures in the Pandemic Manual. It documented 61 detailed procedures in the PAN Manual, including 16 procedures for mitigation, 27 for mitigation, and 5 for learning and integration. The office deployed and continuously improved the Pan Manual procedures across the DOST system and provincial offices. It also created a Decision Scorecard for COVID-19 (including an online form) that will be used for monitoring DOST XI’s personnel’s health condition upon entry to any DOST XI office/facility. The DOST XI will recommend suggestions to its personnel entering the office regarding their total scores and implement corresponding actions to provide safer and more secure transactions. Launching and utilization of the Pan Manual using media outlets increased awareness of preparation, planning, and implementation. It also showcased its commitment to protecting its personnel and providing its customers, stakeholders, and partners with quality products and services. It also provided a guide for other organizations, such as the National Economic Development Authority (NEDA) XI, Office of Civil Defense (OCD) XI, Philippine Science High School (PSHS) System, etc., in crafting their own guidelines to combat COVID-19.

Milestones/Next Steps

To date, the DOST XI records zero positive cases of COVID-19 among all its employees (Permanent, CoS, Job Order, Utility Workers, etc.). The DOST XI Pan Manual has been deployed to all DOST offices/units, including the regional offices and attached agencies and other government agencies, Higher Education Institutions (HEIs), offices like the NEDA, OCD, PSHS system, and University of Southeastern Philippines (USEP). The DOST XI also created a decision scorecard (online and paper-based) intended to monitor the DOST XI personnel’s health to provide safe and secure transactions.

The DOST XI Pan Manual serves as a guide in implementing their respective organizations’ processes and delivery of services and to better provide a secure working environment in the event of health outbreaks. The manual provides guidelines for the DOST XI and other agencies in planning and adopting strategies to adapt to the “New Normal” set-up and to further prepare for any similar situations.

Organization

Ifugao Rice Terraces as Globally Important Agricultural Heritage System Research and Development Center

Best Practice Focus Area/s

Strategy; Measurement, Analysis, and Knowledge Management; Human Resource

Year Implemented

This is a GBPR entry

Summary

With its current capacity-building project, the Ifugao Satoyama Meister Training Program (ISMTP), IFSU employed community-based human resource development among academicians and indigenous peoples. This IFSU Project is an outreach and extension service to the indigenous communities of Ifugao. Among the sectors served by the project are teachers from the Department of Education Schools Division of Ifugao, young professionals, farmers, tour guides, and entrepreneurs.

With Community-based human resource development, the project interfaced theory and practice among the IFSU mentors and the sectors they served. This kind of interaction merged two perspectives: theory from the academe and practice from the community. It paved the way for IFSU mentors to learn the conditions on the ground while community members acquired theories from the mentors.

Background and Problem

Located in indigenous territory, the Ifugao State University (IFSU), through its Ifugao Rice Terraces as Globally Important Agricultural Heritage System (IRT-GIAHS) Center, has been at the forefront of heritage conservation in Ifugao. The center developed innovative approaches and practices in localizing, mainstreaming, and internationalizing heritage conservation with its past and current programs and projects.

Among recent challenges that needed to be addressed was the slow erosion of Indigenous Knowledge Systems (IKS). In 2001, the Ifugao rice terraces were included in the UNESCO World Heritage Committee’s List of World Heritage in Danger. In a study conducted by the Save the Ifugao Terraces Movement (SITMo), a local non-government organization (NGO) based in Ifugao, the following are the significant reasons why the terraces have deteriorated:

  • The living rice culture that maintains the terraced fields is under grave threat from a host of powerful man-induced forces.
  • Traditional resource management practices have been disrupted by the introduction of an open-market economy which has caused the out-migration of young people and the loss of the conventional cooperative labor required to maintain the irrigation system and terrace walls.
  • The imposition of national policies on local government and the pressure exerted by Western religions have marginalized the traditional role of indigenous knowledge holders in managing the daily lives of the community and the environment.
  • The introduction of new high-yield rice varieties, non-endemic flora, and fauna has disrupted the fragile ecosystem and traditional agricultural practices.

Government interventions have been focused on infrastructure development that has led to site degradation.

Ribbon Cutting Ceremony last 12 July 2019 at the Ifugao Rice Terraces-Ifugao Globally Important Agricultural Heritage Systems Research and Development Center (IRT-GIAHS R&D Center)

Solution and Impact

The first project is the Ifugao Satoyama Meister Training Program (ISMTP), a 6-year international twinning project between the Province of Ifugao and the Ishikawa Prefectural Government of Japan. ISMTP is a 1-year training course primarily aiming to capacitate local heritage communities through research, product development, international exposure, and lecture series on different themes and topics. With ISMTP, at least 100 individuals from four heritage municipalities of Ifugao graduated as meisters. For almost six years since 2015, the meisters have conducted at least 100 community-based research on different themes. The 100 meisters now serve as a formidable force in advancing sustainable practices for the conservation of the Ifugao Rice Terraces (IRT).

ISMTP focuses on capacity building, research, and project development. ISMTP trainees are community members in the four GIAHS areas of Ifugao: the municipalities of Banaue, Hungduan, Mayoyao, and Kiangan. The trainees come from different backgrounds, including weavers, teachers, entrepreneurs, farmers, government officials, and employees.

GIAHS Mainstreaming

The ISMTP contributed to mainstreaming plausible solutions to the problems and challenges in the IRT. The people behind the ISMTP tirelessly worked with international and local partners to conserve the IRT.

IFSU, through the IRT-GIAHS Center, applied and was accepted into the International Platform for Satoyama Initiative (IPSI). The highlight of the application was the value of mentoring among academicians, farmers, entrepreneurs, and other sectors.

ISMTP has been organizing the Annual Philippine-Japan Forum since 2015 to highlight both countries’ efforts in heritage conservation. Further, a yearly international exposure is hosted by both countries. As a result of their 1-year rigorous training, meisters embodied the lives of a true Satoyama meister. Most meisters are now implementing their projects and even practicing mentoring within their communities.

Community-Based Researches

To date, at least 100 meisters have graduated from the training program, and a total of 100 research on IRT, biodiversity, agriculture, and other themes were produced by the Center. IFSU mentors and mentees have been presenting their research in local and international fora.

One added value of the project is that it trained farmer-trainees to conduct research. Thus, farmers who applied for the training were able to conduct research projects relevant to their communities. From the different research projects, a Battikul Rice Field Production was initiated, rice brew was introduced, and heirloom rice baby food was developed. Moreover, the socio-economic aspect of weaving Ifugao textiles was also studied, resulting in the recommendation for higher wages and benefits for traditional weavers. Lastly, close mentoring led to payoh (rice fields) reconstruction.

The meisters’ tedious work results contributed to the Philippine Country Report aimed at delisting the country from the List of Endangered Heritage Sites by UNESCO.

Milestones/Next Steps

Ifugao holds two global heritage distinctions: from the Food and Agriculture Organization of the United Nations (UNFAO) as GIAHS in 2004; and the United Nations Educational, Scientific and Cultural Organization (UNESCO) as a World Heritage Site in 1995. UNESCO proclaimed the Hudhud Chants as a Masterpiece of the Oral and Intangible Heritage of Humanity in 2001 and Punnuk in 2015.

In 2014, IFSU created the IRT-GIAHS Center as its heritage conservation arm. Since its creation, IRT-GIAHS implemented several programs and projects focusing on the Ifugao Rice Terraces. Currently, the center hosts two current projects geared towards perpetuating the important agricultural heritage system of the indigenous peoples of Ifugao.

Organization

Department of Budget Management Regional Office V

Best Practice Focus Area/s

Strategy; Measurement, Analysis, and Knowledge Management; Operations

Year Implemented

14 October 2020

This is GBPR Entry

Summary

iPAMS, known as Internet-based Project Accomplishment Monitoring System, is an innovative application package composed of integrated systems such as iPAMS Site, iPAMS SUC (State Universities and Colleges), iPAMS DBM, and iPAMS Protocol. iPAMS Protocol is the highlighted feature of this entry for the Government Best Practice Recognition (GBPR) COVID-19. The project was initiated and funded by the Department of Budget Management Regional Office V and developed by Camarines Norte State College’s Institutional Planning and Development Office through a collaboration agreement forged on January 31, 2020, during the initial onset of the COVID-19 pandemic.

Background and Problem

COVID-19 hinders the DBM Regional Office from conducting a face-to-face evaluation and actual site visit because of the protocols set by the Inter-Agency Task Force (IATF) protocols, not to mention travel requirements and potential quarantine. The spread of the virus is deemed high in areas where people constantly interact, particularly the construction sites. With iPAMS, project engineers are now required to observe health protocols as part of their inspection activities. On this premise, they should implement stringent monitoring as construction workers enter the campus premises.

While State Universities and Colleges have their own rules on the COVID-19 Protocols, such policies may not have been cascaded to the construction workers working inside the campuses. Or even if cascading is done, SUCs may not have a way to monitor their compliance.

Solution and Impact

The iPAMS Site is an android application using a cell phone in the inspection activities by the field project engineers or authorized inspectors; it has two attached features–the iPAMS Budgeting, which provides access to the budget and accounting in the preparation of the needed financial and accounting reports and the iPAMS Protocol which provides a checklist of items to monitor compliance with Environment Health and Safety (EHS) and COVID-19 Protocols

  • iPAMS SUC, which is the desktop partner of the android system that consolidates the inspection conducted by a certain SUC
  • iPAMS DBM, a platform that monitors the performance of all nine (9) SUCs in the Bicol Region, consolidates the SUC’s respective accomplishments in an almost real-time mode.

As part of the project monitoring and evaluation, the Department of Budget and Management conducts onsite visitations to projects quarterly, semi-annually, and annually. Having nine (9) SUCs (with two island provinces) which are geographically apart from each other, actual field inspection is not only time-consuming but also disruptive on the parts of the DRM regional staff, considering that all of them in Division A will have to take at least 3-day office work break per SUC (weeklong is the inspection in Catanduanes and Masbate). This means that they will spend at least 108 days for quarterly monitoring for the 9 SUCs, 54 days semi-annually, and 27 days for annual SUC visitation, for 189 days to perform complete monitoring of projects funded under the GAA (79% of the total working days for a year).

The initial result of the Technology Acceptance Survey showed that: iPAMS makes the conduct of inspection more convenient: 27.3% strongly agree, 36.4% agree, and 36.4% somewhat agree; iPAMS helps in preparing inspection reports much easier than without it like before: 27.3% strongly agree, 54.5% agree, and 18.2% somewhat agree; they are comfortable using the iPAMS: 54.5% agree, and 45.5 % somewhat agree; think iPAMS is a good innovation in project accomplishment monitoring: 27.3% strongly agree, 63.6% agree, and 9.1% somewhat agree; using iPAMS promoted timely and more accurate reports: 27.3% strongly agree, 45.5% agree, and 27.3 % somewhat agree; Believe that the use of iPAMS has improved productivity in terms of time spent in field works and report preparation: 9.1% strongly agree, 54.5% agree, and 36.4% somewhat agree.

iPAMS has surpassed its intended use. While COVID-19 prevents SUCs and DBM from implementing actual project visitation, with this application, the SUCs could implement blended inspection and DBM remote monitoring. Project accomplishment reports have been generated and submitted within the prescribed submission date. Although process issues were still observed, these would no longer require a system code overhaul but only an improvement. Recently, all nine (9) SUCs have been using iPAMS. At least 111 participants joined in the On-Line Regional Orientation, including the nine (9) SUC presidents, their respective vice presidents, planning directors, and budget officers, to name a few.

Milestones/Next Steps

The development of iPAMS started on 3 February 2020, although preliminaries have already been made before the said date. The development phase was done in 6 months, and it took another three (3) months for testing and deployment until the third week of November 2020. They conducted a simultaneous regional inspection on 21-30 October 2020, where all the nine (9) SUCs in the Bicol Region took part. The DBM Regional Office V issued Regional Advisory No. 1 on September 15, 2020, for the orientation and testing of iPAMS, followed by another advisory on October 6, 2020.

Through this, all the work programs under the GAA Funded projects for 2019 and 2020 were encoded in the system and the corresponding inspections were likewise performed and reported. This activity updated the data/profile of existing projects and was made coherent and consistent with the on-hand records of the Department of Budget Management.

When the iPAMS was introduced, it started with Camarines Norte State College as an in-house project monitoring desktop application. It quickly grew and expanded as a remote monitoring tool, including the Geographical Positioning System, schedule/calendars, and the imaging capabilities of android phones. The evolution or milestones of iPAMS included the following periods and development stages: conceptualization, analysis, design development, programming, coding, user orientation, beta tests, improvement, and deployment within its timeline of 9-10 months.

Organization

Nueva Ecija University of Science and Technology (NEUST)

Best Practice Focus Area/s

Strategy

Year Implemented

2007 to present

This is a GBPR entry

Summary

The NEUST and LGU partnership as affirmative action towards greater access to education for poor but deserving students was adopted as a major strategy for the university and the LGUs concerned, aligning with the SDG to achieve universal quality education. This partnership aims to reach those who cannot access formal education by bringing the university closer to their locality.

This university strategy is also in accordance with the desire of local chief executives to help their constituents produce more professionals in the family so they can help their families improve their quality of life. To pursue this end, NEUST partnered with the municipalities of Careranglan, Talavera, San Leonardo, Peñaranda, Gen Tino and San Antonio, and the City of Gapan. Programs offered are Bachelor of Information Technology, Bachelor of Hotel and Restaurant Management, Bachelor of Secondary Education, Bachelor of Science in Business Administration, and Bachelor of Elementary Education. Aside from these course offerings, the Accelerated Vocational-Technical Program is also offered on these campuses.

Background and Problem

As producers of knowledge and hubs of innovations, it is paramount that academic institutions deliver affirmative actions to their stakeholders to deliver development goals. Affirmative action policies guarantee the admission of students belonging to minority groups in higher education since, according to Greenawalt (1983): ‘Affirmative action is a phrase that refers to attempts to bring members of underrepresented groups, usually groups that have suffered discrimination, into a higher degree of participation in some beneficial program’. Many academic institutions, particularly at the tertiary levels, are engaged in various collaborations with different community partners.

In line with this, the Commission on Higher Education (CHED) recognizes a pertinent provision of Republic Act 7160, otherwise known as the Local Government Code of 1991 for Municipalities, Article 3, Section 447, par (5) (x) “subject to the availability of funds and existing laws, rules and regulations, establish and provide for the operation of vocational and technical schools and similar post-secondary institutions and, with the approval of the Department of Education, Culture and Sports, fix and collect reasonable fees and other school charges on said institutions, subject to existing laws on tuition fees.

With the Nueva Ecija University of Science and Technology, the Administrators, from the deceased Dr. Gemiliano C. Calling to Dr. Hilario C. Ortiz and currently under the administration of Dr. Feliciana P. Jacoba, have partnered with six (6) municipalities and one (1) city in the province for the establishment of academic extension campuses of the university. Said partnerships intend to make education accessible to the residents and constituents of neighboring towns who would like to access educational opportunities under the academic extension program similarly offered in all partner municipalities.

Dr. Jo Neil T. Peria (top-left), Dr. Salvador Loria (bottom-left), Dr. Racheal R. Moralde (center), Dr. Noel Florencondia (top-right) and Engr. Jeric Aduna (bottom-right) on their research presentation and messages during the 1st National Conference in Engineering, Science and Technology

Solution and Impact

Generally, all partner LGUs of NEUST agreed (through a MOA) to sustain collaboration with the university by providing a venue from which Accelerated Vocational Training Program (AVTP) and other degree programs may be offered. Moreover, partner LGUs are committed to providing the necessary infrastructures, complete with classrooms, laboratories, offices, libraries, and other ancillary facilities required of an academic campus to serve as a venue for the academic undertakings of the NEUST in the different loci of operation.

As agreed, the facilities made available by the partner LGUs are for the exclusive use of the university. All academic extension campuses established under this arrangement are under the university’s full administrative and academic supervision and control. Specifically, it was agreed that the university should take charge of the following major activities, to wit:

  1. Hiring and selection of officials and personnel;
  2. Hiring and selection of faculty members;
  3. Design and implementation of curriculum for each program;
  4. Issuance of Transcript of Records (TOR) and Diplomas;
  5. Issuance of grades;
  6. Safekeeping and maintenance of records through the Office of the Registrar;
  7. Implementation and enforcement of the university retention policy for academic deficiencies;
  8. Issuance of identification cards;
  9. Guidance and counseling services; and
  10. Collection of tuition and other fees as prescribed by the university shall be spent to defray expenses.

The responsibilities of the LGUs are as follows:

  1. Construction of buildings, laboratory, library, offices, and other facilities;
  2. Maintenance of all the facilities in accordance with the building code of the Philippines;
  3. Provision of subsidy for the honorarium of the university’s administrators and officials directly responsible for the administration of the program;
  4. Provision of the honoraria of the faculty members of the University subject to the rate prescribed by the university as stipulated in the TOR;
  5. Provision of subsidy for payment of water, electric, and telephone/internet bills;
  6. Provision of all necessary office supplies and other needs in the classrooms and offices; and
  7. Close collaboration with the university to ensure quality education.

Milestones/Next Steps

The following are the dates of implementation:

  • Gapan City – 24 May 2007
  • San Leonardo, Nueva Ecija – 8 July 2008
  • Peñaranda, Nueva Ecija – 03 March 2011
  • San Antonio, Nueva Ecija – 26 June 2012
  • Talavera, Nueva Ecija – 11 July 2012
  • Carranglan, Nueva Ecija – 21 March 2013

Since the partnership was forged between NEUST and the concerned LGUs, the following have been notable milestones: the university produced a total of 19,505 graduates; has established six (6) academic extension campuses; produced one (1) top notcher in the LET, and constructed school buildings and other facilities.

Organization

Institute for Labor Studies

Best Practice Focus Area/s

Human Resource, Operations

Year Implemented

March 2020 to present

This is a GBPR Entry

Summary

The procurement of goods and services implemented the Online Submission of Bids (OSB) portal of the Institute, which allows the electronic submission and receipt of bids for procurement modalities where a two-envelope procedure or sealed price quotation is required in accepting bids from prospective suppliers/bidders. The OSB uses Google Forms, where prospective bidders can submit their bids, and Microsoft One Drive to store data. The documents that will be submitted should be compressed in ZIP, RAR, or 7Z format with password protection. The password for accessing the file shall be disclosed by the bidders who successfully submitted their bids only during the actual bid opening, which will be done through video conferencing, webcasting, or similar technology.

The IT Helpdesk was established in response to the need to provide swift and efficient IT technical support to ILS employees during Work-From-Home Arrangement resulting from the COVID-19 restrictions and protocols, especially during the Enhanced Community Quarantine period.

Background and Problem

The COVID-19 pandemic and the implementation of community quarantine throughout the country have posed many difficulties in the public and private sectors. Traditional recruitment selection and placement, procurement, and IT helpdesk activities in the government required manual or face-to-face interaction to complete such transactions.

These included manual receipt of applications for job posting, face-to-face administration of exam, and conduct of interviews, including oath-taking, collection of quotations/bids from prospective bidders and face-to-face pre-bid and bid opening meetings, manual and hands-on assistance provided to ILS employees, and receipt of service requests for technical assistance to the IT team from various sources including Facebook messenger.

The overall objective of the transition is to ensure that health protocols are observed while at the same time, addressing the needs of the clients, both internal and external, with efficiency and ease of transaction for all three processes.

Solution and Impact

For Online Recruitment, Selection, and Placement:

To address the risk of acquiring the COVID-19 virus during acceptance of application, exams, and interviews, as well as routing of documents, the office identified a contactless or less face-to-face interaction as the best method to continue safe RSP processing. The online application was pilot tested in March 2020. The HR Unit crafted the Job Application Online (JAO) and the IT Unit used the Google form for applicants to encode and submit online the most important application details (education, training, experience, and eligibility) and qualification documents for a more effective assessment by the screening Secretariat and Board members.

The first online exam was administered in May 2020. The qualified applicants were notified that they will take the exam on a specific date and time and were requested to secure a strong internet connection to be able to attend the virtual briefing on the pledge of confidentiality of the exam and instructions and submission of the completed examination after two and a half hours.

The first online interview was done in April 2020. Shortlisted candidates who passed the examination were notified via email to attend the virtual panel interview and were provided the Zoom link on their particular time slot. The Board members met online for tasking of competencies for behavioral interview. Reference documents such as the application documents, competency tables, guide questions, and interview rating sheets were also available in the shared folder specific to the vacancy. This process is best for collation of numerical ratings and recording minutes as well as review and exchange of discussion-consultation on matters.

Submissions of documents, as well as the affixing of electronic signatures, were reviewed and approved online. Minutes of the meeting and resolution were saved in the shared folder, which all members and secretariat could simultaneously review. Affixing of signature was done electronically; hence, there was no face-to-face contact.

For Procurement:

As an initiative, the ILS created its own portal that will be used for the submission of bids from prospective suppliers. Online submission of bids provided new opportunities for adoption to the new normal, where most of the transactions are expected to be done online and with limited face-to-face transactions.

For IT Helpdesk:

With the availability of the IT Helpdesk platform, each request lodged in the platform has been made visible to everyone in the team, including its status and the actions taken, which provided easy access to information in case of related incidents. Further, the requesting party receives automated email notifications when their ticket is updated, making it unnecessary to keep asking someone from the IT team about the status of their concern/s. During the ECQ, the ILS started implementing the Work-From-Home modality, which changed IT support provisions for its employees. In order to adapt, the IT Unit started the development of a platform that could provide solutions to the needs of remote requests.

Milestones/Next Steps

For Online Recruitment, Selection, and Placement:

The remarkable results were:

  • The Secretariat need not encode the pre-screening matrix of qualifications because the applicants themselves encode their qualifications in the JAO for verification of the Secretariat.
  • Minutes and resolutions were reviewed simultaneously by the HRMPSB members and the secretariat in the shared files in Microsoft Teams, and the use of voluminous paper was avoided.
  • Less or no physical contact was experienced during transactions, applications, and processing since most of them were done online.
  • Five employees were warmly welcomed during their virtual oath-taking, which was witnessed by officials and employees, even those working from home.
Awards received:

The HR and the IT Units were among the awardees for introducing the online recruitment process through the Job Application Online (JAO), continuing their operations despite the pandemic. Specific award for the HR Unit was from the 2019 ILS Program to Reward and Incentivize Service Excellence (PRAISE) for the continued provision of support services and organizational transactions, especially during the enhanced community quarantine in the time of the COVID-19 pandemic, where there was a transition to online transactions for human resource services.

For Procurement:

Bidders are gradually adopting this new way of submission of bids, which also ensures the health and safety of all stakeholders in the procurement process while at the same time increasing the opportunity for more bidders to participate even during the pandemic.

For IT Helpdesk:

Given the efficiency rate of the tool, the IT Unit intends to adopt such a platform even after the pandemic. A new version is being set up and will be launched soon.

Organization

Municipal Government of San Mateo, Rizal

Best Practice Focus Area/s

Citizens / Customers

Year Implemented

2014

This is a GBPR entry

Summary

Through the leadership of both the LGU and the OSCA, the Elderly Visitation Program was regularly carried out in San Mateo. The program aims to visit certain bedridden elderlies in each community. The Elderly Visitation (EV) team consists of the OSCA officers (the OSCA President and the Barangay President), social workers, health workers, community leaders, and pastors from the Movement of Moral Transformation of San Mateo (MMTSM), physical therapists (PTs), and People’s Program Initiative (PPI).

Background and Problem

Based on the Local Government’s trajectory, the demographics of elderly people will increase in the coming years. This increase will lead to additional government social services focusing on senior citizens’ welfare. In addition, a large percentage of this sector is identified to be indigent. Given this, not all senior citizens are fortunate enough to have access to privileges such as a monthly pension, free healthcare, luxurious care, and comfortable retirement. Unfortunately, some are Persons With Disabilities, bedridden, or both. Their lives are not ideal, especially for those who have aged and experienced life to the fullest and still have to live the rest of their days restricted to their bed, sick and poor. The OSCA acknowledged the need to provide extra care and attention to bedridden elderlies in the indigent sector.

Weekly Elderly Vistation at Brgy. Guinayang San Mateo, Rizal

Solution and Impact

The EV team conducts rapid check-ups for the elderly and provides free medicines and necessary vitamin supplements. They also conduct counseling for both elderlies and their guardian, as well as Physical Therapy guidance for the guardian with the elderly’s wellness in mind. They also bring food packs including milk, fruits, juices, and crackers for the bedridden senior citizens. The pastors provide spiritual counseling and prayers for elderlies and their families.

Overall, the program aims to provide a holistic yet personal approach in taking care of the indigent and bedridden senior citizens of San Mateo, Rizal. These are among the most vulnerable of San Mateo’s communities. The LGU and the OSCA would like to care for them in the most endearing and compassionate way possible. Visiting them in their homes makes the bedridden elderly feel important and cared for. This is one of the ways LGUs can give back to the generation that built the nation — making them feel important and valuing them as they age.

In one visit, the elderly received a free rapid check-up with free medicines and vitamin supplements, a “kumustahan” with the OSCA officers and community leaders, a food and nutrition pack, a basic physical therapy session, spiritual counseling, and an interview with a social worker. This program created an opportunity to improve the quality of life of indigent and bedridden senior citizens. It also uplifted their spirit by taking the social services of the Local Government right to their very homes. The beneficiaries felt valued and cared for; they were given hope.

Milestones/Next Steps

The Municipality of San Mateo began its Elderly Visitation Program in February 2014. The project was a collaboration between the Municipal Government of San Mateo and the San Mateo Federation of Senior Citizens (OSCA), aiming to help senior citizens who are bedridden, disabled, and indigent. As the program prospered, it was held regularly through the formation of the EV Team. Since it became more regular, an average of 15 senior citizens were visited weekly. Annually, it could be estimated that the Team visited about 600 indigent bedridden elderlies.

Former Mayor Tina Diaz also received the Dakilang Adhikain ng Ating Lahi Award for the Elderly Visitation Program for its invaluable contributions to uplifting lives and promoting the welfare of senior citizens. This recognition was bestowed by Business Mirror, Unilab, Ritemed, and United Bayanihan Foundation, Inc. on the occasion of the 5th Dakilang Adhikain ng Ating Lahi Award in 2017.

Organization

Municipal Government of Padre Garcia

Best Practice Focus Area/s

Leadership; Strategy; Measurement, Analysis, and Knowledge Management

Year Implemented

September 2013

This is a GBPR entry

Summary

Education Governance or E-Governance is an educational practice in the municipality of Padre Garcia which involves projects for its public schools. It is aligned with the vision, “Walang Kabataan Ang Dapat Maiwan” of former Municipal Vice Mayor Noel Cantos, who assumed office in 2014. Since then, he has made his vision uplift the quality of education–the core of all his work. He gives his utmost support to every stakeholder, ensuring time and effort to determine the needs and develop relevant resolutions for the education sector’s struggles.

Background and Problem

The municipality of Padre Garcia is a second-class municipality with a very rich culture and history. It is an agricultural community composed of 17 rural and one urban barangay. It is best known as the “Cattle Trading Capital of the Philippines.” This locality is fortunate to have 17 public elementary and three public high schools. The local government of Padre Garcia wanted to improve the land and society by producing knowledgeable and highly skilled citizens with virtuous characters. The goal is to secure the future of the young Garcianos with values formation coupled with spiritual nourishment. With this goal comes a mission: “To nurture the human spirit in its purest essence for the youth.”

Similar to other schools in the country, problems and struggles were unavoidable in the schools within the municipality of Padre Garcia. Some of these were the following:

  • Establishing harmony and camaraderie among stakeholders. Communication plays a vital role in the overall success of education.
  • Teachers’ needs in the fulfillment of their duties. The teacher also needs support from the government for the successful utilization and execution of their lessons and activities for improved learning.
  • Students’ needs in various aspects. Students should not be simply sent to school; they need proper guidance, enough materials, and a secure environment.
  • Lack of Facilities. As time passes, the number of enrollees is increasing, and the number of rooms has become insufficient, while other facilities and equipment need repair.
  • Funding. To provide high-quality education, it is undeniable that the school needs funds to develop student activities. Less funding means fewer resources for the students to use.
  • Technology Advancement. Technology has many advantages and is a critical help in the education sector. However, there is an inability to acquire new technologies for schools, teachers, and students.
  • Poverty. There are still undergraduates of grade levels in the adult population and out-of-school youth because many need to work at an early age because of poverty rather than pursue their studies.
  • Tertiary Education. The municipality envisions offering tertiary education to support its aim to provide quality education for every Garciano. Unfortunately, the municipality has no schools yet offering a college degree.

Solution and Impact

To respond to the problems of limited facilities, the local government unit of Padre Garcia continuously seeks possible ways to have school buildings. The locality provided enough room and facilities for students through outsourcing and asking for donations from the national government.

Each school was allotted an amount for its programs and activities from the local government unit for the school funding. If the funds were insufficient, the Sangguniang Bayan passed resolutions and coordinated with school principals to identify possible ways to help the schools. Moreover, technology is now accessible to schools. Mr. Cantos responded to the need for computers and printers and provided the schools with this equipment through the help of the Sangguniang Bayan. The teachers highly used the equipment in doing their teaching designs and printing important documents.

To help constituents pursue education despite their poverty, Mr. Cantos helped fund a hundred scholars in partnership with the Alay-Lakad Foundation. The local government unit also allocated a budget to provide scholarships for Garcianos to help indigent students with their education.

To elevate education, Mr. Cantos also proposed the creation of a community college for the municipality of Padre Garcia. Located in Castillo, Padre Garcia, Batangas, it is expected to be operational by 2022.

Mr. Cantos is very participative in different school activities. He has been participating in the Brigada Eskwela program and together with the Sangguniang Bayan, he has been helping provide useful materials by donating paint and cleaning materials. He also helps with the renovation of the facilities needing repair.

One of his well-known programs is the Gulayan sa Paaralan. Through this initiative, Padre Garcia could landscape creative gardens consistently inside the school premises. Moreover, Gulayan sa Paaralan was not only for beautification. It also aimed to produce nutritious fruits and vegetables for feeding programs.

These solutions to the identified problems have positively impacted the education sector.

Milestones/Next Steps

Padre Garcia was proud to be one of the 20 cities and municipalities recognized for promoting and sustaining education among its citizens. The municipality received the 2019 Seal of Good Education Governance award, which came with a sealed marker and P100, 000 worth of call, text, and data services from PLDT-Smart. The package was intended to provide communications support to LGUs in conducting education initiatives.

It was also a recipient of Gawad Balisong Parangal, an award given by the Department of
To realize the goal of improving society and the citizens of Padre Garcia, the LGU of Padre Garcia is taking the initiative to improve the education sector responsible for forming and educating the youth so that they can fully participate in the attainment of a well-developed and highly organized society. The partnership and participation of the Garciano community paved the way to an excellent education system in the municipality. The present administration of the LGU of Padre Garcia concerns itself with the development of human society by providing the proper education to the people of Padre Garcia. The focus of action is on the children and youth.

With the partnership of the LGU, LSB, DepEd, SGC, PTA, NGOs, the barangays, and the entire Garciano community, the municipality of Padre Garcia was able to provide and implement projects and programs that aim to improve the quality of education, helping the school in guiding children towards the achievement of their dreams.