Summary

The Aklan Consignment System (ACS) was conceptualized in 2014 in response to the growing need of essential, affordable and quality medicines in local hospitals under the jurisdiction of the Provincial Government of Aklan. It was initiated by the Economic Enterprise Development Department (EEDD) to improve on the existing consignment system of the Provincial Government of Negros Occidental. A more decentralized system was installed by organizing the Hospital Consignment Committees (HCCs) in the different government hospitals across the province. Under a decentralized consignment scheme, the old, circuitous bureaucratic processes are eliminated allowing hospital management to readily respond to the needs of clients.

Background and Problem

The inadequate availability of medicines pervaded in the hospitals was caused by the tedious procurement process. In five years, the ACS aims to achieve the following objectives:

Enable easy access to essential, affordable and quality medicine, particularly for indigent patients;
Boost compliance to the No Balance Billing (NBB) policy of Philhealth;
Improve client satisfaction
Reduce appropriations and operational expenses in hospitals
Generate additional revenues for hospitals

Solution and Impact

Government hospitals in Aklan have been beset with logistical and operational problems due to inadequate supplies of essential medicine largely due to budgetary constraints. The ACS was conceptualized in response to the growing need to improve the delivery of health care services. After benchmarking the consignment system of Negros Occidental, a technical working group was organized, comprised of representatives from the EEDD, accounting department, and health department in order to formulate the proposed ordinance, implementing rules and regulations and other documentary requirements. The following activities were undertaken:

A series of engagements conducted in hospitals to cascade the operational details of consignment.
Pharmacists and other hospital staff dispatched to Negros Occidental to obtain first-hand information on the implementing details.
The technical working group constituted to craft the implementing rules and regulations.
The Hospital Therapeutics Committee was activated and mobilized to identify medicines to be consigned, preferably those that are fast moving.
The Consignment Advisory Committee was constituted and the Hospital Consignment Committee was organized in each hospital.
A monitoring scheme was installed through the Consignment Inspection Team/Committee.

Results

The availability of essential medicine was sustained
The ACS was instrumental for the hospital to comply with the No Balance Billing (NBB) policy of Philhealth
Client satisfaction improved
Out of pocket expenses have been remarkably reduced
Hospital operational expenses and appropriations was reduced

Milestones

Increased hospital revenues with a net balance of Php 56.3 M from a seed money of Php 12.5M
Improved compliance to NBB from 42% in 2016 to 83% in the first semester of 2019
Sustained availability of essential drugs, medicines and supplies in hospital pharmacies
Improved client satisfaction

Next steps

Consignment of laboratory supplies
Consignment of radiology supplies
Establishment of satellite pharmacy in Doctor Rafael S. Tumbukon Memorial Hospital dedicated for consigned medicines
Consignment of oxygen supply
Encourage multinational drug companies as registered consignors under the ACS to further decrease the cost of drugs and medicines in hospitals

Summary

The Philippine Drug Enforcement Agency (PDEA) is the lead anti-drug law enforcement agency in the country, responsible for preventing, investigating and combating any dangerous drugs. Project Sagip Batang Solvent (PSBS) an initiative of the PDEA Director General in partnership with all concerned government agencies, local government units, non-government organizations, private sector and other stakeholders was conceptualized. It is a Residential Reformation Facility for Children-at-Risk (CAR) Involved in Illegal Drug Activities. It will serve as a model reformation shelter for children involved in inhaling solvents. Furthermore, the PSBS is committed to provide a reformative and re-integrative intervention for children involved in inhaling solvent and empower them to recover and eventually join mainstream society as productive citizens.

Background and Problem

Previously, PDEA had the Supply and Demand Reduction Strategy. To make the anti-illegal drug war approach holistic, PDEA through its new Director General Aaron N. Aquino formulated another strategy, the Harm Reduction Approach which aims to lessen the impact of illegal drugs not just to those directly affected by it but especially to those indirectly affected. On March 25, 2019 PDEA signed a MOA with the Quezon City Anti-Drug Abuse and Advisory Council (QCADAAC) and the Roman Catholic Bishops of Novaliches, Inc. (RCBN) for the provision of a facility to children who will be reached out under the project and was formally launched last June 21, 2019.

Solution and Impact

PDEA had a lot of planning activities on how the agency can help to the programs implemented by other Government and Non-Government agencies which are geared up towards addressing the prevalence of solvent abuse among children of this country and are visibly observed on the streets, outside of malls, Churches and even under the bridges of Quezon City. It is believed that programs for these children are implemented but are inadequate because at present, the country is still faced with the same problem. It made PDEA Director General Aquino to decide on putting up an establishment through MOA with the City Government of Quezon City. Thus, PDEA organized a Technical Working Group (TWG) for the Project Implementation Plan of PSBS. The components of this Project Implementation Plan are the following:

Establishing a Pilot Facility
Facility Amenities, Managing and Staffing the Pilot Facility
Proposed Interventions
Coordination with partners and other stakeholders
Showcasing the Pilot Facility
Sustainability

For the Centerâ€™s intervention, it offers the following:

Physical Examination
Intake Interview (Initial Assessment and Evaluation-Social Worker)
Psychological Assessment
Screening (ASSIST Tool)
Drug Dependency Evaluation
Case Management
Medical and dental examination
Psychosocial sessions
Education: Non-formal (ALS and SLE)
Livelihood
Spiritual and Values Formation
Recreation and Life skills
Parents Effectiveness Seminar

PDEAâ€™s Best Practice which is the establishment of Project Sagip Batang Solvent (PSBS) contributed an impact to the community, to our organization, to other stakeholders and most especially to reached-out children who are being saved from this social problem. PDEA believed that upon reaching out to these children, they were able to prevent these children from being exposed to other crimes and that we were able to lessen the proliferation of children on the streets and prevent them to be more exposed to different abuses. On the other hand, this project has also a long-term impact on the organization. From this initiative of the Director General, they helped a lot of children from the streets who sniffed solvents. Petty crime rate will be lessened and solvent users among children were managed immediately. PDEA is proud since this pilot project is successful. In addition, the long-term impact of having this Best Practice is that the streets are safer and cleaner since the children are housed in centers which include the PSBS. This project will also help the children be reintegrated in their own family and will have another chance to grow maturely and empowered to live a solvent-free life.

Milestones

Project Sagip Batang Solvent (PSBS) started its full operation last June 21, 2019. One of the remarkable results during the first 4 months operation of the said center is, it was able to serve seventy-five (75) children both male and female. They were immediately provided by their basic needs and assessed psychologically and physically that was the basis of their future intervention. An in-house Alternative Learning System was also launched, thus providing the children an avenue to continue their education. Very noteworthy is the awareness and support it gained from non-government stakeholders. Some of these are the pledges of support from the Caloocan City Chapter Dental Association which provide dental services to the clients, The Quezon City Medical Association, Barbers Association in Metro Manila through their Kalingang Barbero Program that provides hair grooming, and also the support of the different religious denomination that provides spiritual upliftment to the clients. Weekly Sunday 4:00 p.m. mass is being held at the center. And another upcoming remarkable result will be the completion of the PSBS 14-week homelife.

Summary

MOM Cares: AICS (Assistance to individuals in Crisis Situation) Screening Procedure is the practice of screening clients prior to provision of assistance. It is the act of interviewing and assessing the client first before giving the aid they need whether financial, medical and other possible assistance can be given in order to properly address their situation. AICS screening Is an existing practice started by previous administrations. but it was only under the leadership of Mayor Maria Rosario Ochoa-Montejo that AICS had a lasting Impression on clients It is being handled by the Municipal Social Welfare Development Office.

Background and Problem

The objective of the screening procedure is to simply assess the requirements of the client and identify their exact needs More often than not, several issues arise when providing assistance since communication between the person seeking assistance and the provider are not always at par with each other. In order to troubleshoot an issue, a person must be able to Identify the problem before thinking of the steps needed to fix it. This is the importance of the screening procedure, to establish an open communication. The challenges or issues addressed by the practice are the clients’ inability to relay their predicament. They have difficulty coping and there are families, Individuals who are hampered to function normally because of socio-economic difficulties. That is why aside from the weekly assistance available to receive during Monday. (the set people’s day), clients are also encouraged to approach any MSWD officer during regular days for a screening.

Solution and Impact

Although MOM Cares: AICS Screening Procedure has a result of providing assistance, the main idea of this practice is the screening process itself. The purpose of the screening is quite simple: to assess the client’s situation and check the necessary requirements. In some cases, generic provision such as medical or financial aid is handed out to the client without prior interview or assessment and more often than not, the issue or situation is not resolved As time progresses, so does people’s predicaments, and their needs also have Increased. With this idea in mind, the screening procedure was introduced by former administrations and improved gradually to the active practice it is today. Other components of the practice are counselling and if needed, referral to other agencies for further assistance. resulting in addressed needs and recovery of social functioning. MOM Cares AICS program as a whole is the municipal mayor’s strategy of personally assisting her constituents, through the projects implemented by MSWDO. The process starts Initially with the crisis situation of a client then they are screened for eligibility to assess their situation for a better identification of what kind of aid they will really need compared to the assistance they are initially seeking. After they are interviewed and counselled by designated MSWD officers, they will receive a brief explanation based on the results of the screening and assessment. This is also where the two parties discuss suggestions and come to an agreement regarding their situation. As mentioned earlier, the end results of this screening system are clients receiving provision such as those who experienced extreme poverty have been provided with assistance and their needs are addressed Some of the aids provided were assistance for medical procedures like chemotherapy, dialysis, surgery and other provisions such as housing, educational and burial assistance.

Milestones

One of the most remarkable results this practice has had is the special cases who were deemed Impossible or difficult to address but are now in the process of treatment/rehabilitation. Some of these cases Involved medical attention, the first case is the Craniopagus Misa twins- Maurice Ann and Klea Ann Misa, conjoined twins who are currently admitted to PCMC waiting for their surgery. Conjoined since birth, these twins receive financial support for their everyday basic needs while surgery is being planned, another is Audrei Caollie who was provided with a hearing aid These are the results of careful screening and assessment.

Summary

Mobilizing fisherfolk for sustainable ICM is defined as harnessing the time talent and treasures (3Tâ€™s) of fisherfolk and enhancing their capacity, character and credibility (3Câ€™s) for them to be empowered and actively participate and become a more effective partner in the program planning, implementation, monitoring and evaluation. It is also important to institutionalize the representation of fisherfolk associations in applicable local bodies and recognize their collective contribution in the sustainable conservation, protection and management of the ecosystem towards an eco-friendly environment.
The Municipal Government of Claveria, Cagayan started the mobilization of fisherfolk through the Municipal Agriculture and Fishery Council (MFARMC) in 1998 during the administration of Mayor Celia T. Layus, MD. Responsibilities of MFARMC were well-defined in the 3-year Integrated Coastal Management (ICM) Plan and passage of Claveria Fishery Code of 2000, a result of the roll-out project of the Associates for Rural Development- Governance and Local Democracy Project (ARD-GOLD) and the United States Agency for International Development (USAID). The practice of involving the fisherfolk was strengthened from insights learned from cross-visits in Bohol and from local government unitâ€™s experience.
In 1998 and even after the passage of the Code, fisherfolk were not well-represented in three local planning bodies. They were given less priorities in terms of assistance.
Encouraging the fisherfolk and their associations participate in the identification of needs and concerns has led to a better program, project identification and implementation. Delivery of updated information and projects and services has never been faster. Communication and feedbacking among other stakeholders have also been improved. Registration of fisherfolk and fishing boats and gadgets has been facilitated with their assistance. Fishery Law Enforcement and ecological solid waste management have been improved through their collaborative efforts with national government agencies and the local government units.
MFARMC has already been better represented in local bodies like the Municipal Development Council. Cash incentives and other incentives have been institutionalized to volunteers baptized law enforcers.
The best practice has started since 2012.

Background and Problem

Objectives

To instill the values of self-reliance, responsibility, cooperation, respect, industriousness, trustworthiness, eco-consciousness in the fisherfolk
To harness the leadership and management potentials of fisherfolk and building them as local government partners in ICM
To provide an updated information on ICM and other related programs
To provide the knowledge, proper attitudes and skills necessary for an effective partner of local government
To help fisherfolk improve their ability to cope the effects of natural calamities and change in leadership
To improve profitability and productivity

Claveria, Cagayan has 15 coastal barangays with a population of 30,482 of which 7,127 households depend on fishing for a living. It has 1,057 full-time fisherfolk and 1,033 part-time fisherfolk, with an average of 15 kilogram fish catch per unit effort. With the increasing number of fisherfolk and population, the fishing ground was observed to have been overfished and unregulated in the years 2000-2015. The inadequacy of alternative livelihood projects during lean months and occurrence of natural calamities, have resulted in illegal fishing activities on and off. Thus, most fisherfolk have insufficient income. The ICM program covers fishery and aquatic resources development and environmental management, e.g. Ecological Solid Waste Management with only two employees working separately with the program. With limited funds, the local government could not provide all the needs to address the concerns/problems of fisherfolk. Also, with the personal services limitation, the local government cannot create and hire positions that would address the timely delivery of ICM services to fisherfolk. There were fisherfolk and fisherfolk associations who volunteered and were tapped/empowered but sometimes could not function well due to inadequate or limited access to information. There is also a communication gap especially in law enforcement both for fishing and solid waste and lack of cooperation of some government agency personnel in program implementation, as well as inadequacy of logistical support. The fisherfolkâ€™s high vulnerability may be attributed to natural calamities or a change in local government leadership would both result in income loss.

Solution and Impact

Theory of Change

The ICM program on fisheries and aquatic resources development and environmental development used to be separately executed. But the designated employees collaborated with the Municipal Agriculture Office (MAO), Municipal Environment and Natural Resources Office (MENRO) and the Municipal Disaster Risk Reduction Management Office, (MDRRMO) along with the MFARMC as the lead in planning, implementation and even monitoring. Through the proper coordination of these offices, an effective project was executed. There was also a shift in the identification of fisherfolk as beneficiaries. This synergy enabled the implementers to envision the correct perspective in mobilizing the fisherfolk associations by empowering them to decide on the direction of their grassroots organization.

Methodology/Components

Conduct capability building activities through an information campaign, coordination and collaboration in the project, planning and identification,, target setting, fund sourcing and funding allocation
Strengthen the fisherfolk and other associations
Institutionalize the search for the best implementer and rewards and recognition
Conduct of regular meetings
Provide support to fisherfolk associations and MFARMC
Pursue goals and objectives
Conduct hazard assessment and update the data markings

Next Steps

Strengthen fisherfolk, the associations and the MFARMC
Educate, communicate, inform cooperatives
Institutionalize the search for outstanding fisherfolk and associations
Improve the method of fish catch reporting

Impact

Rehabilitated coral reefs
Revitalized watershed canopy
Decreased illegal activities
Decreased coastal erosion and flooding
Improved living condition in coastal areas
Improved habitats and biodiversity
Enhanced law enforcersâ€™ responsiveness

Milestones

Remarkable Results

Increased the number of active fisherfolk associations and facilitated the implementation and monitoring of the ICM program
Sustained environment conservation through regular clean-up and tree planting activities
Increased and improved the participation of fisherfolk in local government activities such as fish catch reportingÂ
Registered 85% of listed fishing boats
Registred 80% of fisherfolk in the masterlist
Included registered fisherfolk into cooperative, thus providing better access to credit facilities
Provided more access to projects and activities
Improved capability of Fisheries Law Enforcement Team
Cleaner bodies of water
More access to the protection of protected areas

Awards

Boat RegistrationÂ
Fisherfolk RegistrationÂ
Regional Awardee Malinis at Masaganang KaragatanÂ
National Awardee Malinis at Masaganang KaragatanÂ 2nd Runner-up
Seal of Good Local Governance (SGLG)

Next Steps

Educate, communicate, inform cooperatives
Institutionalize search for outstanding fisherfolk and association
Improve fish catch reporting

The South Cotabato Integrity Circle (SCIC) is a multi-stakeholder forum and advisory body created by the South Cotabato Provincial Government to eradicate acts of corruption and promote good governance as a strategy towards poverty reduction. Through the Provincial EO No. 10 s. 2015, 21 leaders of equal representation from local government units (LGUs), civil society organizations (CSOs) and the business sector were brought together to form the SCIC. The Integrity Circle was started by the province in 2015 when it was chosen as a pilot LGU of the Â Partnership for Integrity and Jobs Project (Project i4J ), an initiative funded by the European Union and the Konrad Adenauer Stiftung (KAS) in building a culture of integrity & transparency in its operations.

Background of the Problem

The formation of SCIC is in line with the Development Framework of South Cotabato that focuses on good governance and integrity in all government services in the province. Through the Executive Order No. 10 s. 2015, the SCIC is mandated to develop and monitor the effective implementation of South Cotabatoâ€™s 24 Integrity Mechanisms with the ultimate goal of eliminating irregular practices in government operations. Through its Regular Quarterly Meetings, information and education campaigns, and monitoring activities, the Integrity Circle safeguards the observation of integrity as a culture among public servants and elected officials in the province.

Solution and Impact

The SCIC eradicates acts of corruption and promotes good governance by putting a high premium on transparency, accountability, and quality in the provision of public services in the province. Through the close monitoring of irregularities and standardization of processes, public trust and confidence to the LGU have improved. The renewed trust and confidence of local entrepreneurs inspired them to start and register their businesses, thus, helping the local economy by increasing employment opportunities for the people of South Cotabato. Integrity pacts, duly-approved strategic work plans that highlight automated cueing system, and the observance of Integrity Week every September ensure that the culture of good governance and integrity is made a way of life among public servants and officials in the province.

Because the SCIC was formed through multi-stakeholder representation, the program and the culture of integrity transcends the term of the present elective officials. The provincial-wide adoption of the culture of integrity in public service has resulted in an increase in the number of new businesses registered. With it comes the improvement in employment rate, and gross sales from 2015-2017. Overall, the SCIC has helped the Provincial Government of South Cotabato decrease the poverty incidence in the province by 6.3%.

Milestones

With the SCIC as the forefront of South Cotabatoâ€™s efforts to promote integrity in public service, the province has ranked as the 2nd Most Competitive Province in the Philippines in 2017 & one of the top 10 Most Competitive Provinces in 2018. The Project was the selected through a competitive process as the only participant from the Philippines in the Open Government Partnership, an international multilateral initiative that aims to secure concrete commitments from national and subnational governments to promote open government, empower citizens, fight corruption, and harness new technologies to strengthen governance. The SCIC is one of the Government Best Practice Recognition 2018 awardees.

Summary

The BLGF instituted the policy on local fiscal and financial reporting of all LGUs, through the electronic Statement of Receipts and Expenditures (eSRE) tool to ensure transparency and accountability of LGUs. Instituted as the official reporting system of DOF on local fiscal and financial matters, to be maintained by the BLGF, the eSRE web-based system launched in 2010 established a reliable, accurate and timely reporting and monitoring system for all 81 provinces, 145 cities and 1489 municipalities. Since its adoption, LGUs compliance rose from only 30% in 2013 to 99.7% since 2017 and benefitted national and local stakeholders.

Background and Problem

The eSRE evolved from the basic Budget Operations Statement (BOS) in manual form submitted by the LG Us prior to 2001. From 2001-2008, it became the Statement of Income and Expenditures (SIE) report to include additional accounts that capture more information on local revenues and expenditures to be used in monitoring, policy making, and research. However, the processing and consolidation of the reports were manually or through excel based worksheets. Dealing with native files (e.g. MS Excel workbooks), the reports generated by the LGUs were manually processed and consolidated at the BLGF Regional Offices, before it reached the BLGF Central Office. The time lag for the information to reach full circle (i.e. returning to the LGUs) towards informed decision-making requires at least a two-year cycle. Thus, the BLGF sought solutions to serve its clientele more efficiently and effectively through computerized systems and effective policies.

Solution and Impact

Recognizing the need to harmonize local planning, investment programming, revenue generation, budgeting and expenditure management, the BLGF underscored the importance of linking national agenda (e.g., inclusive growth) to the local governance framework, and this requires systematic provision of local finance data provide to support such goal. With the BLGF mandate, the paradigm shifted towards improved interface between local planning, financial reporting and fiscal performance monitoring – where the eSRE provides the requisite evidence to support data analytics for policy decision making and reforms. The eSRE has undergone improvements over time, including:

The adoption of a modified SRE format to delineate the roles and responsibilities of oversight agencies;
Harmonize tools for local governance;
Performance monitoring and coordination in fiscal oversight; and
Updating of rules and regulations on the reports of local treasurers and assessors of all LG Us, with specific sanctions for the purpose.

With the deployment of additional eSRE modules on assessment, budget, creditworthiness, and barangay financial statements, the BLGF is now poised to capture more granular local finance data to support accountability, transparency and better governance for the people. The eSRE also serves as a means of verification of key performance indicators of Government in the Philippine Development Plan, and as basis for LGU fiscal performance, setting policy priorities through tax watch ads and recognition, and basis for informing the legislature of needed policy reforms on local finance.

Milestones

With almost 100% compliance and continual improvements, this best practice enabled greater disclosure of the state of local finance, and now officially a means of verification and reference, such as on locally sourced revenues, national transfers, credit financing, utilization of shares from national wealth, instruments of local governance, and data source for various government and private sector-led recognition programs. The BLGF will further granularize data capture on utilization of education and disaster risk reduction funds.

The general objective of this project was to create a template for the manual on OMBâ€™s process of disposal. It provided guidelines and reference in addressing issues relative to the disposal of confiscated and seized items through credible documentation and inventory, which had a great impact on the publicâ€™s trust and confidence, mitigation of environment destruction, and generation of jobs and livelihood.

Background and Problem

â€œGood Governance and Anti-Corruptionâ€ is one sector where the OMB is clustered under Executive Order No. 43, which promotes transparency, accountability, participatory governance, and strengthening of public institutions. The cluster also works to regain the trust and confidence of the public in the government. The long delay in disposals was caused mainly by ineffective inventory and bureaucratic complexities in the system. This problem also affects the environment given the method of damaged items that may eventually pose health risks.

Solution and Impact

This led to the conceptualization of a project aligned to the vision, mission, and mandate of OMB. A template for a manual on disposal of confiscated items was formulated which (1) recommends an efficient and effective method of disposing counterfeit items consistent with environmental standards, (2) mitigates costs of transport, storage, disposal and security, (3) builds respect to Intellectual Property holders, and (4) develops partnership with the private sector and other government entities.

Milestones

The project considered the participation of stakeholders and other government agencies to get their inputs and insights. Consultations with concerned sectors were done through focused group discussions, interviews and surveys. The project also conducted a thorough review of the existing procedure.

Eventually, the project proposed an efficient, fast-paced, and environment-friendly disposal procedure.

Note: This initiative is based on the Public Management Development Program (PMDP) Re-Entry Plan of Ms. Maria Rita L. Lagriada of the PMDP Middle Manager Class Batch 10 (Binhi).

The project intended to present a re-engineered concept of CSW that the PMS personnel (both officials and staff) should be able to accept, relate to, and apply in contemporary times. This is important because CSW is at the core of every PMS output, regardless of the management style or output requirements of a given Administration. Further, having a common understanding of what CSW is, or what it should be, will guide the institution in the development of its personnel, and provide a deeper sense of urgency in the delivery of excellent public service in the long term.

Background and Problem

The PMS, by virtue of Executive Order No. 130 (s. 1987), is the primary agency in the Philippine government that is responsible in providing technical staff assistance and advice to the President, particularly in the overall management of the development process. The term â€œCSWâ€ was coined by Brigadier G.E.R. Smith, sometime in 1943. It is a military concept involving â€œthe study of a problem, and presentation of a solution, by a staff officer, in such form that all that remains to be done on the part of the head of the staff division, or the commander, is to indicate his approval or disapproval of the completed action.â€ CSW eventually found its way to the Philippines and was first adopted by the PMS as a matter of practice during the term of Dr. Leonora V. De Jesus, PhD, as the PMS Head during the Ramos and Estrada Administrations. Since then, the PMS became the pioneer government agency that adopted the CSW as an operational norm. Consequently, the PMS outputs have become more and more complex over the years due to the increasing demands and expectations of the President, the Presidency, and the public in general. Although the concept of CSW as the core of the PMS operational norm was, and still is, widely accepted and practiced, its essence has become archaic, vague, and misunderstood in its practical application by the staff. The fact that the PMS serves the people by serving the Presidency, there is no room for mistakes as each Presidential pronouncement and action, being the Chief Executive, becomes national policy. Thus, the constant re-shaping of PMS, to which the contributory factors are human, process and policy in nature, renders the organization susceptible to producing inconsistent quality information/data for the President. The policy factor is demonstrated by the lack of standards in analyzing data, while the process factor pertains to the discretion of personnel in the application of work processes and human factor in the interpretation of work ethic, leaving the outputs prone to inconsistencies.

Solution and Impact

The project proposed to produce a CSW manual that will guide all the members of the organization in conducting their duties and responsibilities, and in conducting themselves as a model member of the PMS organization. It also provides a guide for sharing best practices among government agencies, a template to evaluate contemporary practices for further development of government activities even by the private sector.

In line with the proposed solution, a four- dimensional approach to CSW (CSW-4D) was followed, wherein the norm was further studied and segregated in the following aspects: (1) a common definition, (2) a progressive basket of competencies, (3) a progressive organizational culture, and (4) as a responsive major final output.

Milestones

The project is composed of five (5) phases which include the following:

Phase 1: Introduction of a 4-Dimensional CSW in select Operational Offices of the PMS
Phase 2: Introduction of a 4-Dimensional CSW in the Public Concerns Office (PCO) and Support Offices of the PMS
Phase 3: Integration of the CSW-4D concept to Ongoing Projects
Phase 4: Intensive CSW-4D In-House Training Interventions
Phase 5: Sharing the CSW-4D concept with PMS External Stakeholders

During the project implementation period, only phases 1 and 2 were implemented. The output produced was a baseline of standard step by step process or actions that a staff should undertake in producing a CSW standard output. For phase 3, which will eventually be done after the implementation period, the CSW-4D concept will be incorporated in the outputs of the Results-Oriented Performance Management System (ROPMS), PMS Operations Manual, Quality Management System (QMS), and the Competency-Based Capability Building Program (CBCBP). A CSW-4D training curriculum will also be developed. For phase 4, a CSW-4D in-house training will be conducted, followed by a CSW-4D relationship-building sessions with external stakeholders for phase 5.

Note: This initiative is based on the Public Management Development Program (PMDP) Re-Entry Plan of Ms. Tienan Donabel Gabaldon of the PMDP Middle Manager Class Batch 5 (Dagitab).

Consisting of 15 members from different departments (i.e. Business Permits and Licensing Office, City Planning and Development, City Engineering Office, City Environment Office, City Office, Bureau of Fire, Police Department, City Legal Office, City Treasurer Office, and the City Assessor), a composite team which implements business-related regulations was created and authorized by the City Government of Victorias which aims to have an effective and working mechanism in monitoring business operations within the city.

Background and Problem

The City Government of Victorias recognizes the importance of improving the processes in applying and renewing business permits to enhance competitiveness within the local and national levels through reforms and reducing unnecessary steps in acquiring regulatory clearances. Republic Act No. 9485, otherwise known as the Anti-Red Tape Act of 2007, also clearly states the guidelines in streamlining business permits and licensing systems in accordance with the service standards which the national government had set. In the case of Victorias City, the old practice on business permits and licensing gave the City a minimal number of business operators that secure business permits.

Solution and Impact

To address the said issue, Victorias City started to equip its workforce with all the necessary knowledge and skills regarding business permits and licensing system (BPLS) by coordinating with the Department of Interior and Local Government and the Department of Trade and Industry for all the guidelines and requirements. The City eventually created a Technical Working Group (TWG) composed of department heads that initiated the framework for a Joint Inspection Team (JIT). The TWG oversees the implementation of the streamlined BPLS standard and the conduct of the joint inspection activity.

With the constant meeting, brainstorming, feedbacking, and dialogue with the TWG, concerns and issues were readily addressed. Customers also have lesser complaints because they can easily avail of the needed clearances, backed-up by the number of business operator turnout that applied for the permit, with a short number of days needed before they have their clearances (one day for permit renewal and less than five days for new applicants). The output of the JIT enabled the City to have an easy processing of business permits. The 2011, 2012, and 2013 revenue collection was only PhP19 million. Upon conducting the joint inspection activities, 2014 and 2015 revenue became PhP24 million and PhP27 million, respectively, which is a big leap in the cityâ€™s revenue generation (26% and 13% growth in 2014 and 2015, respectively). The number of operators that applied and secured business permits also doubled.

Milestones

Logistical, legal, and budgetary support was prepared a year ahead. The team was then given the opportunity to attend various seminars and conferences organized by the National Competitiveness Council, the Bureau of Local Government Finance, and the Development Academy of the Philippines. Joint inspection activities were done on a yearly basis in preparation for the renewal of permits in the City for the next calendar year. Members of the JIT prepare and secure the needed forms, logistics, personnel, and schedule. Its main goal is to cut short the processes in securing business permits. Wearing their respective uniform, the JIT also brings their mission order (i.e. City Ordinance 17, Series of 2013), individual identification card, digital cameras, a gadget to measure a particular place, a joint inspection form, a sticker for non-compliant and compliant business operators, and a service vehicle. Victorias City LGU has also engaged the services of Systems and Plan Integrator and Development Corporation to develop and design its online application for business permits and administration system. To ensure that the provisions of the Republic Act No. 9485 are implemented in all transactions, the system was integrated to the process application, which includes the documentation and receiving of payment. The City recognizes the importance of the inspection team thus, the TWG always listens to its needs and addresses it promptly. A weekly meeting is also held to further enhance the process and practice in the conduct of the inspection team. The JIT are given all necessary needs to do their task on a maximum level.

The RBPMS is an integrated tool that serves as a single performance management, monitoring, and measurement system for the Philippine national government agencies (NGAs), government-owned and -controlled corporations (GOCCs), select constitutional commissions, state universities and colleges (SUCs), and water districts, in place of the multiple and disparate performance management systems that were implemented before RBPMSâ€™ implementation. The system primarily seeks to rationalize, harmonize, streamline, simplify, integrate, and unify the performance management systems and activities of oversight government agencies. The RBPMS uses a comprehensive framework that cuts across several performance management levels. It defines various levels of achievements from individual, then collectively to bureau and organizational levels, which together lead to different sectors that ultimately impacts the society.

Background and Problem

Performance monitoring, evaluation, information and reporting are essential components of an effective and efficient performance management system. Performance monitoring and reporting in the public sector, however, vary across departments, offices and agencies with oversight functions that monitor, evaluate and report performance of government agencies and instrumentalities. There are also many deficiencies and duplication that have been noted in the present performance monitoring systems and processes used by government agencies that have resulted in redundant data, reports in different formats, delay in submissions, inaccurate results, and inefficiencies in performance monitoring, evaluation, and reporting.

Solution and Impact

A collaborative mechanism was developed among oversight agencies, through Administrative Order No. 25 series of 2011, to establish a unified and integrated RBPMS across all departments and agencies incorporating a common set performance scorecard, and at the same time, creating an accurate, accessible, and up-to-date government-wide, sectoral, and organizational performance information system. The Organizational Performance Indicators Framework (OPIF) and the Results Matrix (RM) were the underlying frameworks of the RBPMS, which are used by all government agencies mandated to exercise broad oversight over the performance of all agencies in the government. The Administrative Order also includes the creation of an Inter-Agency Task Force chaired by the Department of Budget and Management (DBM), with the DAP as the secretariat as well as its technical resource institution. The harmonized RBPMS is likewise used as basis for determining entitlement: to performance-based allowances, incentives, and/or compensation of government personnel. On account of Executive Order No. 80, series of 2012, the Performance-Based Incentive System (PBIS) for Government Employees was adopted which consists of the Productivity Enhancement Incentive(PEI) and the Performance-Based Bonus (PBB) to complement the RBPMS and recognize and reward commendable accomplishments by agencies and individual employees linked with actual performance. Compared to the performance management systems (PMS) of other countries, the Philippines is the only country that injected an incentive system to its PMS.

Milestones

For the past five years, the PBIS has achieved the following:

High participation of agencies

The RBPMS provided a mechanism for government agencies to track their performance in achieving their commitments. From 96 percent in 2012, the PBB participation rate has increased to 99 percent to include almost all national agencies with the exclusion of the Commission of Elections and the Congress (Senate and House of Representatives).

Increased compliance to governance standards

The RBPMS framework challenged government agencies and employees to adhere to existing laws and regulations promoting fiscal transparency and process accountability. The implementation of PBB has encouraged agencies to comply with good governance conditions such as budget and procurement disclosures, liquidation of cash advances, and the Anti-Red Tape program. Meanwhile, the compliance rate on Quality Management System â€“ ISO Certification/Operations Manual, Annual Procurement Plan, and Agency Procurement Compliance and Performance Indicators System slightly declined from 2015 to 2016.

Better understanding of agency roles and mandates

Agencies participating in PBIS have developed a better understanding of their respective roles and mandates. Since the accomplishment of Major Final Outputs is one of the PBB criteria, employees had become more aware of their roles and how it impacts to the achievement of their MFOs.

Improvements in the quality of performance indicators

PBIS has encouraged the shift from measuring quantity in outputs to using quality and timeliness performance indicators and targets which is a more strategic indicator of the impact of public sector services. It has also pushed the agencies to track their performance indicators and their achievements of good governance conditions and post them on their websites.

Improvements in management practices

RBPMS had been a guiding tool to ensure that individual and organizational performances are aligned to the national agenda. It also promoted collaboration and team work within the agencies.

Testimonials

Based from the study of the World Bank Group titled â€œRepublic of the Philippines â€“ Improving Bureaucratic Performance: Assessment of the Performance- Based Bonus Schemeâ€ that surveyed 4,500 Philippine government officials from eight departments to gauge the impact of the PBB on these staff perceptions, it was found out that:

Agency indicators and targets are clearer and better with PBB.
70% agreed that PBB is a good idea.
Internal processes in agencies improved through the help of PBB.
PBB has induced improvements in management practices: greater teamwork, better target setting and monitoring, and fostering trust within units.
Teachers believe that the PBB is having a positive impact on recruitment.

Furthermore, based on the testimonials of some participants from the series of orientations conducted by the AO25 secretariat, it was shared that:

â€œNow, we have an accurate reporting and evaluation system.â€
â€œNow we have an easier process of monitoring programs because of it is more rational and employees are more goal oriented.â€
â€œEmployees are aware of their performance.â€
â€œPerformance now has a sense of accountability.â€
â€œPBB reminded us of our responsibility to the public.â€

Official Website

The official RBPMS website which can be accessed at http://www.dap.edu.ph/rbpms/.