Category: Regulatory Reform

Themes

Regulatory Reform: The ‘Good Regulatory Practice’ (GRP) initiative focuses on improving regulatory quality by reforming regulations to remove unnecessary obstacles, thereby promoting competition, innovation, and growth. It aims to ensure that regulations are efficient and serve important social objectives effectively.

e-Government: The use of information and communication technologies, such as the SMARTGPB System and Xpats Gateway, enhances the productivity and efficiency of public-sector delivery.

Overview

Through Malaysia Productivity Corporation (MPC) strategy, digitalization initiatives were introduced to resolve regulatory burdens, and expedite approval process. These measures focus on public-private partnerships and workforce enhancement to enhance annual productivity by 3.7% from 2021 to 2025, which results in higher wages for citizens, increased profits for businesses and revenue for the government.

Challenge

Malaysia’s public sector faces inefficiencies that impede organizational productivity, which create bureaucratic barriers that complicate processes and stifle the business environment. This includes ineffective regulations contributing to delays, higher costs, and reduced competitiveness that hamper private sector growth and national development. Feedback from businesses and international competitiveness reports underscore these issues, highlighting the need for more streamlined regulations. The primary challenge lies in transforming these inefficiencies into an effective system that supports productivity and economic prosperity

Solution/s

Malaysia’s regulatory practices address administrative inefficiencies to enhance national productivity. Key solutions include modernizing regulations, streamlining processes, and fostering public-private partnerships through the following systems:

PEMUDAH: An acronym for “Pasukan Petugas Khas Pemudahcara Perniagaan” or Special Task Force to Facilitate Business, is a public-private partnership established in 2007 by the Malaysian government to drive business regulatory reforms. Its unique approach lies in its structured collaboration between high-level public officials and private sector leaders. The Chief Secretary to the Government serves as the chair, with a private sector leader as co-chair. This partnership focuses on addressing regulatory inefficiencies by assigning issues to specialized Focus Groups, each co-chaired by public and private sector representatives. These groups assess business regulatory challenges and make actionable recommendations.

Through monthly meetings of its Working Group on Efficiency Issues (WGEI) and technical working groups, PEMUDAH continuously refines policies to ensure they are not more burdensome than necessary. The creation of the MyMudah initiative, along with the Unified Public Consultation (UPC) Portal, enables businesses to voice concerns in real-time, ensuring dynamic regulatory responses. PEMUDAH’s ability to rapidly address challenges was evident during the COVID-19 pandemic when it quickly instituted meetings to resolve issues related to workforce disruptions, supply chains, and cash flow for businesses. By leveraging continuous public-private collaboration, PEMUDAH ensures that regulations remain practical, competitive, and responsive to the evolving business landscape.


Image 1: PEMUDAH Meeting last 07 May 2024 held at Putrajaya, Malaysia

Productivity Nexus: An industry-led initiative that drives sector-specific productivity improvements across fourteen key subsectors, including Agro-Food, Chemicals and Chemical Products, Construction and Built Environment, Electrical and Electronics, Digital, Logistics, Machinery and Equipment, Professional Services, Retail and Food Beverages, Tourism, Private Healthcare, Automotive, Pharmaceuticals and Aerospace. Each sector is led by industry champions who act as role models for change, leveraging their deep connections and practical knowledge to drive impactful reforms. Its main focus is on empowering private sector entities—through associations and enterprise leaders—to take charge of productivity enhancements that are tailored to their unique sector needs. By capitalizing on their strong networks and acting as the collective voice of the sector, these industry leaders ensure that the reforms are not only relevant but also practical for real-world application.

Since its launch in 2017, it has successfully organized numerous programs, promoting public-private partnerships to advance the productivity agenda. Through WayUp.my, Malaysia’s official productivity portal, businesses and the public can access a single-window service that provides essential information and resources from the government, industry associations, research institutions, and NGOs. This strategic collaboration ensures that productivity-enhancing initiatives under the Malaysia Productivity Blueprint are accessible and impactful, fostering accountability and targeted improvements that are sector-specific, thus promoting long-term competitiveness and growth across industries.


Image 2: Screenshot of MPC’s Way-up Website, which houses the Productivity Nexus Program

SMARTGPB System: GPB stands for Gudang Pengilangan Berlesen, which translates to “Licensed Manufacturing Warehouse,” is a system developed by the Royal Malaysian Customs Department that transitions customs clearance from a manual three-day process to an online submission completed in one minute. Its innovation lies in leveraging digitalization and a risk-based approach to drastically reduce processing times and compliance costs, benefiting over 2,000 companies.


Image 3: Screenshot of the Royal Malaysian Customs Department Smart GPB Log-in Page

Xpats Gateway: This single-window platform integrates various systems to expedite expatriate work pass approvals from six months to five days. Its innovative nature stems from its comprehensive integration and streamlined process, which ensures the availability of skilled talent for high-growth sectors.


Image 4: Screenshot of the Xpats Gateway Single Window Platform Website

Productivity Gains, Outcomes, and Impact

Improved customs clearance for LMW companies from a manual three-day process to the SMARTGPB System reduced the clearance time to just one minute. This digital innovation benefits 2,000 LMW companies and saves RM200 million annually in compliance costs. Expanding the SMARTGPB System across various regions and modules further enhances efficiency in customs processes.

Amending regulatory practices, such as allowing the construction of hospitals exceeding 12 floors, has increased productivity and investment, with each new hospital contributing RM411.6 million in value. This addresses land availability issues in major cities, leading to more efficient use of resources.

Malaysia Productivity Blueprint, launched in May 2017, aims to boost national productivity by 3.7% annually from 2021 to 2025. The strategy includes five strategic thrusts: workforce, digitalization, industry accountability, robust ecosystem, and strong implementation. Public-private partnerships, such as PEMUDAH, and the Productivity Nexus, which drives sector-specific reforms, are critical to these efforts. The measurable productivity gains from these regulatory improvements have led to higher wages for citizens, increased business profits, and more government revenue. These outcomes collectively enhance Malaysia’s competitiveness on the global stage, fostering a more prosperous and efficient economy.

Lessons Learned/Challenges in Implementing the Intervention

Effective collaboration between public and private sectors, as seen with PEMUDAH, has proven crucial for identifying and addressing regulatory bottlenecks. However, maintaining this collaboration requires continuous effort and transparent communication to ensure all parties remain committed and aligned.

While the SMARTGPB System and Xpats Gateway have significantly streamlined processes, the rapid pace of technological advancement necessitates regular updates and improvements to these systems to maintain their effectiveness and security. Additionally, integrating various regulatory processes into single platforms has shown the potential to reduce bureaucracy. Still, this integration must be continuously refined to address any emerging inefficiencies or challenges.

Challenges encountered include resistance to change within some regulatory bodies and the need for extensive training to ensure that all stakeholders can effectively utilize new systems. Addressing these challenges involves fostering a culture of continuous improvement and adaptability within government agencies.

Future improvements could focus on enhancing data analytics capabilities to better monitor and evaluate the impact of regulatory changes. This would enable more precise adjustments and ensure that productivity gains are sustained over the long term. Overall, the initiative underscores the critical role of regulatory efficiency in driving national productivity agenda and economic growth.

Themes

Service Quality: The project aims to achieve service excellence by continuously improving the quality of services offered to MSMEs, making the grant application process more efficient and user-friendly.

Regulatory Reform: The project involves revising regulations and streamlining the application process to eliminate unnecessary obstacles, thereby promoting competition, innovation, and growth.

Overview

Transforming performance management in the Micro, Small, and Medium Enterprises Promotion Agency (MSMEPA) through 5S focuses on addressing the challenges faced by the MSME Promotion Fund, particularly in the Technical Assistance (TA) Division. The main challenge was the cumbersome and lengthy grant application process, which frustrated MSMEs. The solution involved implementing the 5S methodology, improving regulations, and streamlining application forms. This included introducing electronic services, providing training, and enhancing stakeholder collaboration. The initiative significantly reduced processing times, increased the number of applications, and enhanced the overall efficiency and satisfaction of MSMEs.

Challenge

The main challenge is the inefficiency in the TA grant application and approval process. MSMEs face significant hurdles due to complicated application forms, lengthy processing times, and limited access to information regarding grants. Specifically, applying for and receiving grants can take up to 50 weeks, causing frustration and dissatisfaction among MSMEs. Additionally, the TA Division is burdened with an overload of work responsibilities, exacerbated by a small number of staff and numerous irrelevant applications. This inefficiency hinders the effective implementation of government policies and MSME development plans, limiting the potential support for business development, increased competitiveness and growth. Addressing these challenges is crucial for enhancing the productivity and effectiveness of the MSME Promotion Agency, ultimately contributing to better service delivery and socio-economic development. Vhttps://youtu.be/9COBxGT8bzw

Solutions

By adopting the 5S methodology—Sort, Straighten, Shine, Standardize, and Sustain—the project streamlines procedures, making the application process more efficient and user-friendly through innovative features that streamline operations and enhance efficiency:

SME Promotion Fund Application: A mobile application for iOS and Android that offers a comprehensive platform for grant information, application submission, status tracking, and user feedback. This app digitizes the grant application process, reducing paperwork, improving accessibility, and providing real-time updates, thereby enhancing efficiency and user experience.


Image 1: Screenshots of the Improved Lao MSME Fund Application.

Training and Capacity Building Programs: Structured training sessions for MSME promotion organizations to enhance their ability to support MSMEs in navigating the grant application process. These programs build a knowledgeable network of support for MSMEs, ensuring that technical assistance is effectively communicated and accessible, especially in remote areas.


Image 2: Knowledge sharing on public-sector productivity and the concept of 5S.

Multi-stakeholder Collaboration: Coordinated efforts among government officials, private sector representatives, and local organizations to streamline processes and improve information dissemination. This approach leverages diverse expertise and resources, fostering a more holistic and integrated support system for MSMEs.


Image 3: Assessment with MSMEs in Vientiane Capital and the Middle and Northern Part of Laos.

Regulation and Application Form Simplification: Revisions to the grant regulations and application forms to eliminate unnecessary steps and simplify the documentation required. Simplifying these processes reduces barriers to entry, making it easier and faster for MSMEs to access necessary funds and support.


Image 4: New and Improved Version of the Application Form Improvement.

These features introduce significant technological advancements and collaborative strategies that transform traditional, cumbersome processes into streamlined, user-friendly systems. By leveraging digital tools and fostering a network of trained support personnel, the initiative not only improves efficiency but also enhances the overall experience and satisfaction of MSMEs. This comprehensive approach ensures that technical assistance is more accessible, timely, and effective, ultimately contributing to the growth and competitiveness of MSMEs.

Productivity Gains, Outcomes, and Impact


Image 5: TA Division’s new work area.

The introduction of new application forms and guidelines, along with the use of electronic services, has drastically reduced the processing time for grant approval from an average of 38 weeks to just 8 weeks for Step 1 and from 22 weeks to 11 weeks for Step 2. This reduction in processing time not only accelerates the availability of funds to MSMEs but also minimizes the frustration and dissatisfaction previously experienced due to lengthy approval times.

The productivity gains are evident in the increased number of applications processed. For instance, the TA Division was able to handle 22 applications in the first quarter of 2024, a substantial rise from 9 applications in the fourth quarter of 2023. This improvement is attributed to the enhanced efficiency brought about by the 5S methodology, which emphasizes sorting, simplifying, and standardizing work procedures. The initiative also led to a cleaner and more organized workplace, reducing paper waste and improving the overall work environment.

Furthermore, the intervention has had a positive impact on MSMEs, particularly in terms of accessibility and understanding of the grant application process. MSMEs can now access grant information and submit applications through a mobile application and website, significantly simplifying the process. This digital transformation has empowered MSMEs, especially those in remote areas, to better navigate the grant application process and receive timely support.

The improved regulatory and application procedures have also increased staff satisfaction and productivity within the TA Division, with reported productivity gains of around 38%. The multi-stakeholder collaboration established through this initiative has enhanced the capacity building of MSME promotion organizations, enabling them to provide better support and guidance to MSMEs.

Overall, the adoption of 5S in MAMEPA has not only improved the productivity performance of the organization but also positively impacted the intended beneficiaries, fostering a more supportive and efficient environment for MSME development.

Lessons Learned/Challenges in Implementing the Intervention

The “Transforming Performance Management in the Micro, Small and Medium Size Enterprises Promotion Agency (MAMEPA): Adopting 5S” project has yielded several lessons and highlighted areas for improvement. Despite its success, implementing the 5S methodology encountered challenges. Initially, the project faced resistance from staff reluctant to change and confusion due to policy, regulation, and process adjustments. Moreover, the existing grant application process was cumbersome, leading to frustration among MSMEs due to long approval times and complex forms. To address these issues, the project incorporated multi-faceted strategies such as regulatory improvements, simplified application forms, and the introduction of an SME Promotion Fund Application to streamline the process. Moreover, collaboration with MSME promotion organizations and stakeholder engagement was crucial, helping to disseminate information more efficiently and provide better support. The initiative reduced the processing time for grant approval significantly, increased the number of applications, and improved overall MSME satisfaction. However, continuous training and capacity building for MSME promotion organizations are essential to sustain these improvements. The project also highlighted the need for a more inclusive approach to understanding and addressing MSMEs’ specific needs, emphasizing that ongoing assessment and feedback are vital for long-term success.

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

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

Challenges

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

Solution

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

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

The Makatizen Card

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

The Key Features of a Makatizen Card

Specifically, the key features of the Makatizen Card include:

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

Productivity Gains, Outcomes, and Impact

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

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

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

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

Lessons Learned and Challenges in Implementing the Intervention

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

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

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

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

Sources

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

Documents from the City Government of Makati. July 2023.

Implementing Agency: 

City Government of Valenzuela

Year Implemented: 

12 March 2020 – 8 June 2020; 29 March 2021 – 12 April 2021

Theme: 

Perspectives on Productivity, Governance, and Development

General Description

As the number of COVID-19 cases were beginning to rise in March 2020, the City Government of Valenzuela adopted City Ordinance No. 669, otherwise known as the Anti-Hoarding and Anti-Panic Buying Ordinance of 2020. This was done to limit the maximum number of each particular product that may be purchased per consumer, thus preventing the hoarding of essential goods and ensuring that more people have access to them.

Background and Problem

Crises and disasters such as earthquakes, volcanic eruptions, and supertyphoons have triggered panic buying sprees among the Filipino public in the past, and in early March 2020 it seemed that this would also be the case for the COVID-19 pandemic. Hoarding was also evident in other countries as well during this period, leading to shortages in essential supplies such as canned goods, toiletries, and even toilet paper. While the items were purchased legally and not looted or stolen, this practice nonetheless deprives other citizens of the goods they need for themselves and their families. 

Solution and Impact 

President Rodrigo Duterte signed Proclamation No. 922 on 8 March 2020, declaring a public health emergency and enjoining all national agencies and local government units to mobilize the necessary resources to undertake the urgent and appropriate measures to address the looming crisis. Just days later on 12 March, the Valenzuela City Council passed the Anti-Hoarding and Anti-Panic Buying Ordinance authored by 1st District Councilor Rovin Feliciano and sponsored by 2nd District Councilor Kim Galang-Tiangco.

The ordinance prevented consumers from buying excessive amounts of essential commodities and temporarily limited the number of each specific item that private consumers can purchase. Operators of retail businesses such as sari-sari stores would need to present their business permit before they could avail of bulk purchases for the products that their businesses would carry.

Prior to the adoption and implementation of the ordinance, the City Government conducted public consultations with barangay officials, representatives from retail establishments and malls, and other concerned individuals to identify the products and goods to be included in the list.

Table Description automatically generated with medium confidence
Table Description automatically generated with medium confidence

List of  items and amounts that citizens or retailers may purchased per day

(Source: Valenzuela City Facebook Page)

Included among the items are essential pantry items such as canned goods, powdered milk, coffee, bread, eggs, sugar, and rice, as well as hygiene products such as soap and toilet paper. The notable inclusions in the list are products of particularly high demand due to the COVID-19 pandemic—rubbing alcohol, disinfectant, face masks, and vitamin supplements.

Copies of the list were posted within the premises of each establishment to inform consumers about the limitation on the goods and products that they are allowed to purchase during the COVID-19 pandemic. Violators of the ordinance will be penalized amounting to PHP 1,000 for the first offense; PHP 2,000 for the second offense; and PHP 3,000 and eight hours of community service for the third offense. Non-compliant business owners may face closure or revocation of their business permits.

Milestones 

The ordinance has been subject to constant review depending on the needs of the population and the circumstances surrounding the COVID-19 pandemic. Its implementation has largely coincided with the imposition of Enhanced Community Quarantine (ECQ) protocols in Metro Manila.

As a result of its practicality and its fairness to all citizens affected by the pandemic, the ordinance has been replicated by Pasig City and other local government units.

Calendar Description automatically generated

The revised list of items under the ordinance during its second implementation from 29 March 2021, to 12 April 2021 (Source: Valenzuela City Facebook Page)

Photos

A group of people in a room Description automatically generated with low confidence

Special Session conducted on 12 March 2020 (Source: City Government of Valenzuela)

A picture containing text, person, people, group Description automatically generated

Special Session conducted on 12 March 2020 (Source: City Government of Valenzuela)

A group of people in a room Description automatically generated with medium confidence

Special Session conducted on 12 March 2020 (Source: City Government of Valenzuela)

Sources

Anti-Hoarding and Anti-Panic Buying Ordinance of Valenzuela City, City Ordinance No. 669. (2020).

City Government of Valenzuela (2020, March 12). Valenzuela City Imposes Anti-Hoarding and Anti-Panic Buying Measures Amidst COVID-19 Pandemic.

Galupo, R. (2020, March 14). Valenzuela passes anti-panic buying ordinance. Philstar. https://www.philstar.com/nation/2020/03/14/2000624/valenzuela-passes-anti-panic-buying-ordinance 

Garcia, V. (2020, March 20). LOOK: Supermarkets in Pasig, Valenzuela comply with anti-panic buying, anti-hoarding ordinances. Inquirer. https://newsinfo.inquirer.net/1245104/look-pasig-valenzuela-supermarkets-comply-with-anti-panic-buying-anti-hoarding-ordinance#ixzz6zAmYhQIZ

Lolo, R. (2020, June 9). Valenzuela lifts hoarding, panic-buying ban. Tribune. https://tribune.net.ph/index.php/2020/06/09/valenzuela-lifts-hoarding-panic-buying-ban

Niviera, A. (2021, March 28). Valenzuela City imposes anti-hoarding, anti-panic buying ordinance anew. Manila Bulletin. https://mb.com.ph/2021/03/28/valenzuela-city-imposes-anti-hoarding-anti-panic-buying-ordinance-anew/

Niviera, A. (2021, April 12). Valenzuela city lifts anti-hoarding, anti-panic buying ordinance. Manila Bulletin. https://mb.com.ph/2021/04/12/valenzuela-city-lifts-anti-hoarding-anti-panic-buying-ordinance/ 

Implementing Agency:

City Government of Baguio

Year Implemented:

21 March 2020-present

Themes: 

  • Management for Productivity, Quality, and Agility
  • Perspectives on Productivity, Governance, and Development

General Description

In response to the increasing number of COVID-19 cases in early March 2020, the City Government of Baguio enforced a systematic and efficient triage system for organizing and handling the various medical emergencies of its citizens.

Background and Problem

The COVID-19 pandemic has strained the carrying capacity of health systems throughout the world, resulting in overwhelmed and crowded medical and healthcare facilities. Local government units (LGUs) in the Philippines struggled to provide an effective response to the crisis, particularly in the earlier days of the outbreak. Identifying potential COVID-19 cases and organizing where patients go and what services they receive quickly became critical in addressing the citizens’ needs while attempting to control the spread of the virus, particularly among healthcare professionals.

Solution and Impact 

The Baguio LGU first set up a triage system on 21 March 2020, covering all health centers, the main Health Services Office, City Hall, and other city government workplaces. This has since been expanded to include the Baguio City Central Triage, checkpoint triages at the various entries into the city, and several other triage centers implemented with partners such as the Diocese of Baguio, Camp John Hay, and the Parkway Molecular Laboratory.

For outsiders entering the city such as returning Baguio residents (RBRs) and tourists, documents such as medical certificates, PNP-issued travel authorities, and Health Declaration Forms are required for entry through the system’s multiple checkpoint triages. Those with symptoms are escorted to the triage of their chosen hospital, while those without symptoms proceed to the Central Triage to be processed.

Milestones 

The triage system has been managing potential COVID-19 cases efficiently and effectively. Records show that out of 1,048 workers who entered the city from 7 to 27 May 2020, 11.9% were found to have pneumonia, tuberculosis, and heart problems, which are comorbidities associated with coronavirus. Having a network of triages has also a positive on the healthcare system as a whole, as testing backlogs at major hospitals such as the Benguet General Hospital and Medical Center have been minimized, allowing work to proceed with the mass testing of priority health workers and other virus-prone jobs such as drivers and vendors.

As of 26 October 2021, the Baguio LGU extended its medical triage to all fully vaccinated tourists entering the city, requiring the presentation of travel documents, VISITA registration, vaccination certification, and confirmed bookings with IATF-approved hotels. Unvaccinated or partially vaccinated adults and minors aged 12 to 17 must present negative results of an Antigen or RT-PCR test conducted within 72 hours before arrival or during health screening at the City Triage. Minors aged 11 and below may be tested with clearance from their accompanying parents or adult guardian.

Photos

Text Description automatically generated
Table Description automatically generated

Requirements for Entry and Exit in Baguio (Source: Dr. Celia Flor Cascolan-Brillantes, MD, MPH, PHSAE, FPSVI)

Requirements upon entering Baguio City as of October 2021

(source: Public Information Office – Baguio City FB Page)

A picture containing text, indoor, worktable, shop Description automatically generated
A picture containing text, indoor Description automatically generated

Baguio City Central Triage (Source: Public Information Office – Baguio City)

A large group of people sitting in a large room Description automatically generated with low confidence
A picture containing outdoor Description automatically generated

Medical Triages for Outbound in PFVR Gymnasium and Athletic Bowl (Source: Dr. Celia Flor Cascolan-Brillantes, MD, MPH, PHSAE, FPSVI)

Sources

Cascolan-Brillantes, C. (2020, October 15). COVID-19: The Baguio experience. City Government of Baguio. [Presentation]

Catajan, M. (2020, May 20). Baguio City prepares for returning residents. Sunstar Baguio. https://www.sunstar.com.ph/article/1857158/Baguio/Local-News/Baguio-City-prepares-for-returning-residents.

Geminiano, P. (2020, June 7). Baguio keeps strict quarantine checkpoints despite MGCQ. Philippine News Agency. https://www.pna.gov.ph/articles/1105155

Public Information Office – City of Baguio. (2020, May 23). St. Vincent Central Triage – The city’s central triage had been set up at the St. Vincent gym along Naguilian Road 

[Status Update]. Facebook. 

https://www.facebook.com/pio.baguio/posts/564152374236889?_rdc=1&_rdr

Public Information Office – City of Baguio. (2021, October 26) We now welcome FULLY VACCINATED tourists (except those from ECQ, MECQ, Levels 4 and 5 areas) 

[Status update] Facebook. https://www.facebook.com/profile/100044399560402/search/?q=triage

https://www.facebook.com/baguiotourism/photos/a.358906537992256/990750304807873

Implementing Agency:

City Government of Baguio

Year Implemented:

22 October 2020 – present

Themes: 

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

General Description

Baguio VISITA (Visitor Information and Travel Assistance) is an online portal implemented by the City Government of Baguio aimed at jumpstarting tourism while also monitoring travel movement to ensure safety from COVID-19. 

Background and Problem

A significant portion of Baguio City’s revenue comes from tourism, as evidenced by its moniker “the Summer Capital of the Philippines.” The outbreak of COVID-19 was thus a devastating blow to the LGU, affecting not just local business but also the city’s capacity to respond to the healthcare crisis caused by the pandemic.

Solution and Impact 

To address the loss in tourism revenues and the negative effects to the tourism industry, the Baguio City Government crafted a recovery and resiliency plan to revive the local tourism economy, refreshed tourism products and services, and rejuvenate travel confidence through strategic innovations by utilizing digital platforms.

VISITA is an online registration system for Baguio tourists and travelers designed to regulate the entry and monitor the mobility of visitors through a ticketing system using a QR-coded Tourist Pass (QTP). It allows tourism to restart in the city while maintaining the city’s health and safety protocols, from the mandated triages up to digital check-ins for contact tracing. 

The web application features online registration for auto-regulation and real-time data analytics, QR-coded e-tickets as electronic identification, health data for contact tracing and contactless processes, safe and compliant tourism establishments and services listings for travel confidence, tourism establishments dashboard for empowered marketing, and tourist sites and services directory with a feedback mechanism for an empowered tourist experience. 

Visits to the city can be scheduled by filling up an online questionnaire at least one day before arrival. Additional requirements include a health declaration and a COVID-19 test which can be done before or upon arrival. After pre-registration and arrival at Baguio City, tourists pass through triage and are continuously monitored through VISITA.

Milestones 

The VISITA web portal has allowed the Baguio City Government to reopen the city to tourism, even conducting the 2020 Ibagiw Creative Festival from 6 to 29 November 2020. The City Government has also garnered support from the Department of Tourism (DOT) and the Tourism Promotions Board (TPB). 

The Philippine Chamber of Commerce and Industry (PCCI) conferred Baguio City with the 2020 Business Friendly Award in recognition of VISITA’s success in addressing the impact of the pandemic to the city’s business community. The platform was also a finalist in the 2020 Digital Governance Awards of the Department of Information and Communications Technology (DICT). It was also featured as an example of good practice in promoting creative economy and e-commerce for tourism recovery by the United Nations Office for South-South Cooperation.

Moving forward, VISITA will serve as the online portal for tourists even after the pandemic, serving as a personal guide and assistant when traveling to Baguio. It has been upgraded to include booking assistance, itinerary planning, payment of regulatory fees, and on-site assistance for events, services, connectivity, and emergencies.

Testimony

“As with many places around the world, seeing the City devoid of tourists was very hard. Wanting to welcome them back and protect our residents at the same time, we turned to technology for the answer recognizing the efficiencies it could bring.” – Alec Mapalo, Division Head, Baguio City Tourism and Special Events office

Photos

Oracle Philippines x Baguio VISITA App (Source: Baguio VISITA website)

Graphical user interface, website Description automatically generated

Landing Page of the Baguio VISITA webpage. (Source: Baguio VISITA website)

Data on Approved Travels through the Baguio VISITA (Source: City Government of Baguio)

Tourism Establishments Dashboards through the Baguio VISITA (Source: City Government of Baguio)

A picture containing text, posing Description automatically generated

Consultation conducted by the City Government in the policy formulation (Source: City Government of Baguio)

A picture containing company name Description automatically generated

Publicity Poster of the Ridge & Reef: Baguio City-Region 1 Travel Corridor (Source: City Government of Baguio)

Sources

City Government of Baguio. (2020, December 14). Baguio VISITA: Visitor Information and Travel Assistance [Presentation]. Webinar on Innovation and Productivity Initiatives in the Public Sector, Zoom.

City Government of Baguio. (n.d.). What is Baguio VISITA?. City Government of Baguio. https://visita.baguio.gov.ph/about

Manila Bulletin. (2021, August 6). Oracle Cloud powers Baguio City’s VISITA Online Registration System [System Updates]. https://mb.com.ph/2021/08/06/oracle-cloud-powers-baguio-citys-visita-online-registration-system/

Implementing Agency:

City Government of Baguio

Year Implemented:

21 March 2020-present

Themes:

Management for Productivity, Quality, and Agility, Digitization & New Technologies, and Productivity and Public Sector Data Measurement and Analysis

General Description

The EndCov-19 Tracking System implemented by the City Government of Baguio allows law enforcement and health authorities to monitor and manage COVID-19 cases in the city using automated data analysis in order to curb the rapid spread of the virus.

Background and Problem

Given the contagiousness of COVID-19, particularly before the development of vaccines, the identification and isolation of potential cases through contact tracing was the optimal way to prevent transmission. In the early months of the pandemic, local government units (LGUs) were tasked with establishing their own methods and systems for detecting and tracking the spread of the virus in their territories.

Solution and Impact 

Established on 21 March 2020,  the EndCov-19 Tracking System (endcov19.baguio.gov.ph) uses a case management analysis system to identify, isolate, test, and trace individuals that may have been exposed to the virus. Using the system’s dashboard, contact tracing staff can input data for real-time monitoring in order to establish a timeline for potential cases under observation. The system combines aggregate and case-based surveillance to report and track potentially infected individuals, provides a mechanism for following up on possible contact with known cases, and allows travelers who have visited high-risk areas to log health declaration forms.

The LGU’s City Epidemiology and Surveillance Unit (CESU) provides guidance in determining the possible source of infection and who might have been infected. These individuals will be subjected to tests, quarantine, or medical interventions. The system also uses QGIS Geospatial Analysis to map out trends in the spread of COVID-19 within the city. It generates a map of COVID-19 cases by overlaying it on affected localities, checkpoints, barangay health centers, hospitals, and other critical public areas, thus revealing possible patterns in exposure and infection.

Graphical user interface, application Description automatically generated

Dashboard of EndCov-19 Tracking System (Source: endcov19.baguio.gov.ph)

Milestones 

In response to the increasing COVID-19 cases in the city, more than 160 contact tracers from DILG, Baguio City Police, Philippine Military Academy, and partner business process outsourcing (BPO) companies underwent training to enhance their skills and capacity to utilize the EndCov-19 Tracking System. The training covered the retooled contact tracing process flow, the legal aspects of contact tracing, the use of the case investigation form, the system’s analytical tools, and the decontamination and management of the deceased.

Photo of Covid-19 Contact Tracer Training (FB post of Public Information Office – City of Baguio)

Photos

Diagram Description automatically generated

Geospatial data and information of COVID-19 case in Baguio City. (Source: Dr. Celia Flor Cascolan-Brillantes, MD, MPH, PHSAE, FPSVI)

Sources

Cabreza, V. (2020, May 28). ‘Out-of-the-box’ tracing helps Baguio contain COVID-19 spread. Inquirer.net. https://newsinfo.inquirer.net/1282085/out-of-the-box-tracing-helps-baguio-contain-virus-spread

City Government of Baguio. (n.d.). Covid-19 Monitor. eGov Baguio. http://endcov19.baguio.gov.ph/

Department of Health. (2021, May). COVID-19 FAQS. https://doh.gov.ph/COVID-19/FAQs#:~:text=COVID%2D19%20is%20transmitted,who%20has%20respiratory%20symptoms.

Local Government Academy (2020). Online Talakayan 9: Pioneering Ways in Fighting Covid-19: The Baguio City Contact Tracing and Detection Experience. L!stong Ugnayan, Covid-19 ay Labanan, Issue No. 6. https://v2v.lga.gov.ph/media/uploads/2/Publications%20PDF/Others/2020/Online%20Talakayan%20Series%20Publication%20Issue%2006%20s2020.pdf

Public Information Office – City of Baguio. (2020, May 7). Contact Tracing: Baguio City’s E-system of COVID-19 tracking explained [Status Update]. Facebook. https://www.facebook.com/watch/?v=279674376381686

Rola, A. (2020, April 8). Naming patients, mass testing key to Baguio City’s COVID-19 prevention – mayor. CNN Philippines. https://www.cnnphilippines.com/regional/2020/4/8/Baguio-no-new-COVID-19-cases-naming-patients-mass-testing.html

Public Information Office – City of Baguio. (2021, September 12). 160 Contact Tracers undergo Training [Status Update]. Facebook. https://www.facebook.com/permalink.php?story_fbid=846540859331371&id=306028116715984

Implementing Agency:

City Government of Valenzuela

Year Implemented:

23 March 2020 – 5 July 2020

Themes:

Management for Productivity, Quality, and Agility, and Perspectives on Productivity, Governance, and Development

General Description

The City Government of Valenzuela implemented the Alagang Valenzuelano Food Voucher System to distribute food packs to its residents amidst the COVID-19 pandemic. The vouchers include pertinent details such as the date, time, and place where it can be redeemed. 

Background and Problem

The lockdowns, hoarding, and supply chain issues caused by the COVID-19 has caused difficulties in procuring essential goods for a significant portion of the population. Community quarantines have affected businesses, with wage-earners struggling to find possible income sources to provide for their families.

Solution and Impact 

The Food Voucher System was developed to organize the distribution mechanism for food assistance employed by the local government unit (LGU). Through this system, LGU personnel are able to enforce social distancing protocols and avoid the transmission of COVID-19. To further eliminate the possibility of infection, residents must undergo temperature checks and sanitize their hands before receiving their food packs. 

The first wave of food vouchers that were targeted to accommodate 105,000 families. Health workers went door-to-door to distribute the food vouchers to low-income families, which make up almost 80% of the population of the city. Succeeding waves were expanded to include both low- and middle-income families, the elderly, as stranded workers affected by the lockdown in Metro Manila, and other vulnerable members of the community.

The food packs—which contained rice, noodles, sugar, canned goods, and energy drinks—were available to be claimed in any of the 24 emergency stations in the city.

Milestones 

The City Government supplied 581,901 food packs during the three waves of distribution, with every household in the city having been given at least one food pack. The food voucher system was also used for the Valenzuela City annual gift-giving program for senior citizens called Food Pack nina Lolo at Lola. A total of 55,466 senior citizens received the food packs which contained rice, canned goods, instant noodles, sugar, and a box of calcium carbonate tablets. 

Testimonials 

“Mas okay ang food packs than pera, talagang kailangan mo kumain eh, para sa pamilya mo, at maraming makikinabang. Wala kaming problema kasi supportive sila, kasi ang trato nila sa amin ay parang we belong to the same family talaga. Ang saya sa pakiramdam kasi parang pamilya, lahat inaalagaan nila. [It is better to receive food packs rather than money because you and your family need to eat, and many people will benefit from this food voucher. We have no problem because the local government is supportive, and they treat us as part of their family. I’m feeling happy because they take care of us like their family.]” – Grace Almazan, Resident of Valenzuela City

“The voucher system is effective in ensuring all the residents will receive food packs.” – Emmanuel Espino, Barangay Chairman of Barangay Marulas, Valenzuela City

Photos

A group of people in a room Description automatically generated with low confidence
A picture containing text, person Description automatically generated
A picture containing outdoor, tree, road Description automatically generated

Wave 2 Distribution of Food Vouchers to Valenzuelanos (Source: City Government of Valenzuela)

A picture containing person Description automatically generated
A picture containing person, outdoor, people, crowd Description automatically generated
A picture containing person, outdoor, standing, cooking Description automatically generated

Wave 3 Distribution of Food Vouchers to Valenzuelanos (Source: City Government of Valenzuela)

Image
Image

Alagang Valenzuelano Food Voucher (Source: Raffy Sison Santos Twitter Account)

Image

Alagang Valenzuelano Food Pack (Source: Raffy Sison Santos Twitter Account)

Sources

Cerrudo, A. (2020, March 25). Valenzuela City implements food voucher system for food pack distribution. UNTV News and Rescue. https://www.untvweb.com/news/valenzuela-city-implements-food-voucher-system-for-food-pack-distribution/

City Government of Valenzuela (2020, April 21). Alagang Valenzuelano Food Pack Distribution Now On Its Second Wave.

City Government of Valenzuela (2020, May 5). Valenzuela Answers Extended ECQ Woes with 3rd Wave of Food Voucher Distribution.

Gavilan, J. (2020, June 28). Valenzuela City’s pandemic response: ‘Everything has to happen now’. https://www.rappler.com/newsbreak/in-depth/everything-has-to-happen-now-coronavirus-response-valenzuela-city

Lolo, R (2020, July 4). 55,466 Valenzuela seniors to receive food packs. Tribune. https://tribune.net.ph/index.php/2020/07/04/55466-valenzuela-seniors-to-receive-food-packs/

Santos, R. (2020, March 24). Food vouchers sinimulan nang ipamigay sa Valenzuela. ABS-CBN News. https://news.abs-cbn.com/news/03/24/20/food-vouchers-sinimulan-nang-ipamigay-sa-valenzuela

Implementing Agency:

City Government of Valenzuela

Year Implemented:

29 March 2020 – present

Themes:

Management for Productivity, Quality, and Agility, and Perspectives on Productivity, Governance, and Development

General Description

The Market on Wheels program, implemented by the City Government of Valenzuela in partnership with VALDECO Greenleaf Market, provides a means for citizens to purchase essential goods without having to leave their homes, thus ensuring their safety during the COVID-19 pandemic, while also generating livelihood opportunities for market vendors and tricycle operators.

Background and Problem

The lockdowns necessitated by the rapid spread of COVID-19 in Metro Manila during the first half of 2020 meant that access to markets, grocery stores, and malls was limited for most of the population. The demand for essential goods amidst the pandemic created the need to reestablish the flow of goods from sellers to consumers while enforcing safety protocols for both. This problem is exacerbated by the tight and narrow roads of Valenzuela, further limiting access particularly for inner city communities.

Solution and Impact 

The Valenzuela City Government replicated a similar program implemented in Pasig City, called Mobile Palengke, and tweaked it to adapt to the particular circumstances of their city. They employed electric tricycles or e-trikes, initially turned over to the local government unit (LGU) by the Department of Energy (DOE), to handle the transportation of goods to the hard to reach areas of the city and serve as mobile stores.

Commodities are organized into four groups: meat and poultry, seafood, fruits and vegetables, and grocery items. E-trikes are assigned to each commodity group, with supplies provided by vendors organized by the local market administrator. The LGU then coordinates with the barangays to identify the most ideal areas where the e-trikes will set up shop, with consideration given to the requirements of social distancing, adequate air circulation, and the ability to disinfect afterward. The barangays also provided peace and security assistance through the barangay tanods and ensured that the customers are exercising social distancing with one another. Finally, to ensure safety not only from the COVID-19 pandemic but also from bacteria and other viruses, the City Government’s Clean and Green Disinfection Team conducts surface disinfection at the closing of the market.

Milestones 

The Market on Wheels program has been institutionalized and has had multiple runs in venues throughout the city.

Photos

images
images
images
images
images
images

Valenzuela City’s Market on Wheels (Source: City Government of Valenzuela)

Sources

Aguarino, J. (2020, March 31). “Market on Wheels” Brings Fresh Veggies and Meat, Basic Goods Closer to Valenzuelanos. Official Website of the City Government of Valenzuela. https://www.valenzuela.gov.ph/article/news/13384

Hallare, K. (2020, March 28). Valenzuela emulates Pasig; launches own ‘market on wheels’. Inquirer.Net. https://newsinfo.inquirer.net/1249957/kopyahannato-valenzuela-unveils-own-market-of-wheels-thanks-pasigs-vico-sotto-for-idea#ixzz6zrabiFMt