Regulatory Reform Archives

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 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.

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 1^st District Councilor Rovin Feliciano and sponsored by 2^nd 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.

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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.

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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)