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

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


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


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

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

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

The Pentahelix model of collaboration used by the FPIC

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

FPIC-Davao empowers communities through its social enterprise advocacy.

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

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

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

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

The FPIC-Davao Organizational Chart

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

Productivity Gains, Outcomes, and Impact

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

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

Lessons Learned/Challenges in Implementing the Intervention

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

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

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

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


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

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

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

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


Singapore SupplyAlly, a mobile app developed by GovTech’s Government Digital Services team, has helped promote efficiency in managing distribution of items on a large scale. Created in response to the urgent logistical challenges caused by the COVID-19 pandemic, SupplyAlly digitalizes the distribution operation that allows organizations to define eligible recipients and maximum items in the system. Distribution is managed via various channels, such as vending machines or the SupplyAlly app. SupplyAlly is now the centralized distribution system for whole-of-government and organizations to issue items that improve the lives of Singaporeans.


The COVID-19 pandemic has highlighted the importance of having a flexible and efficient distribution system. The app was instrumental in helping distribute reusable face masks to all Singapore residents, particularly in tracking collection quotas and managing a flexible pool of volunteers. Automating the logistics distributions prevents the wastage of resources that can occur because of a lapse in the distribution system, ensuring that eligible recipients receive the items they need promptly and efficiently. This prevents duplicated distributions and optimizes volunteers’ efforts.

Moreover, SupplyAlly provides convenience to citizens by enabling them to access the distribution system through various channels, such as vending machines or the SupplyAlly app. This ensures that eligible recipients can receive items from different points and modes of distribution, allowing them to choose the most convenient option. SupplyAlly has certainly helped streamline the logistics distribution process.


Some of the innovations that can be replicated by others with the same productivity challenge addressed by SupplyAlly include:

  • Generating QR codes for the privacy of the volunteers. It is not the ordinary sign up process. Volunteers are issued with a QR code instead that is permanently affiliated with their device. This ensures secure access to the app and prevents unauthorized logins. SupplyAlly also supports various redemption methods, enabling eligible individuals to collect items on their household’s behalf.
QR codes enable quick volunteer registration.
  • Lightweight build and minimal integrations allow it to process transactions quickly, up to 4,500 transactions per second with a 50-millisecond response latency. This makes it possible to keep up with the needs of an evolving 21st-century pandemic such as COVID-19. With over-the-air updates and continuous integration setups, the app’s development agility enables the team to push fully developed features to users within 30 minutes.
Volunteers can scan residents’ identification cards for quick verification of the transaction.

Productivity Gains, Outcomes, and Impact

Singapore SupplyAlly has had a significant impact on productivity gains and outcomes since its launch in April 2020. It has improved the distribution process by automating logistics, preventing resource wastage, and optimizing volunteers’ efforts. SupplyAlly has also provided convenience to citizens while maintaining operational flexibility to different points and modes of distribution.

SupplyAlly has facilitated the distribution of 4.2 million reusable masks and over $20 million in physical credit vouchers for low-income households have been delivered through the app. It has also been used to provide refurbished laptops to underprivileged children for home-based learning programs.

Currently, SupplyAlly is deployed at Food from the Heart’s community food pack program, where volunteers use the app to distribute 9,000 food packs to needy households every month efficiently. The Community Development Council (CDC) has also digitized its distribution of CDC vouchers with SupplyAlly.

SupplyAlly has been used in partnership with charities to allocate food packs and meal credit redemptions, which has helped alleviate the burden of low-income households. In addition, SupplyAlly has been used to distribute TraceTogether Tokens during the COVID-19 pandemic, helping to curb the spread of the virus. To prevent further COVID-19 transmission, SupplyAlly partnered with the Ministry of Health (MOH) to distribute free DIY COVID-19 test kits to the Bukit Merah and Redhill residents in 2021. This was subsequently rolled out to residents in other areas, and when the free test kits distribution ended in August 2021, more than 106,000 free test kits were given out to residents.

SupplyAlly has increased the productivity performance of the Government of Singapore and positively impacted the intended beneficiaries. The app has reduced the turnaround time of distribution, increased operational efficiency, and prevented duplicated distributions. It has also reduced the workload of volunteers and allowed for better tracking and monitoring of distribution. The measurable outcomes of SupplyAlly are reflected in the numbers, with over 8,000 users onboarded onto the app and millions of masks, vouchers, and test kits distributed efficiently and effectively.

Lessons Learned and Challenges in Implementing the Intervention

Singapore SupplyAlly has been successful in its efforts to automate logistics distribution and improve efficiency in resource allocation, as evidenced by its widespread adoption and the positive outcomes achieved. However, there are still potential areas of improvement for the platform. One lesson learned is that while the app has been successful in onboarding volunteers and users, it could benefit from increased outreach and awareness campaigns to expand its user base further.

Another potential area of improvement is the app’s design and user interface. While the lightweight build and minimal integrations allow for fast processing speeds, some users have reported difficulties with navigation and understanding how to use certain features. Providing a more intuitive and user-friendly design could help mitigate these issues and ensure the app is accessible to users of all technological backgrounds.

Additionally, there may be potential for SupplyAlly to expand its partnerships and collaborations with other organizations, particularly those focused on social welfare and community outreach. By expanding its reach and working with a broader range of stakeholders, SupplyAlly could further improve its impact and reach more beneficiaries in need.

Overall, the success of SupplyAlly demonstrates the value of using technology to improve logistics and resource allocation in community programs. While there are potential areas for improvement, the platform has already achieved significant positive outcomes and has the potential to continue to do so in the future.


Supplyally – distribution made simple. Singapore Government Developer Portal. (2023, March 6). Retrieved March 7, 2023, from https://www.developer.tech.gov.sg/products/categories/digital-solutions-to-address-covid-19/supplyally/overview.html

Supplyally. SupplyAlly. (n.d.). Retrieved March 7, 2023, from https://www.supplyally.gov.sg/

Name of the Organization

Technology Application and Promotion Institute

Name of the Office/Unit that leads the implementation of this best practice entry

Invention Development Division (IDD)

Focus Area of the Best Practice

Measurement, Analysis, and Knowledge Management, Risk Assessment

Date the best practice was first implemented

16 July 2015 – up to present

Summary of the Best Practice

One or two decades ago, technology transfer enticed potential takers to adapt, use, or buy a technology package. When the Philippine Technology Transfer Act (Republic Act No.10055) came into law in 2009, due diligence seemed like a textbook theory. But things changed in 2015 when the DOST-Technology and Promotion Institute (TAPI) started to prepare for the possible receipt of requests for fairness opinion issuance that the said law requires in all commercialization efforts from publicly-funded research.

DOST-TAPI, through its Invention Development Division (IDD), developed its intellectual property (IP) due diligence mechanisms, in particular, Freedom to Operate (FTO) and IP valuation, essentially to provide technical support to the Fairness Opinion Board. The efforts either can be supported by or lead to the pioneering publication of FTO and IP valuation books, issuances of guidelines and protocols, and later adoption by the regional offices of the DOST that serve as the current Fairness Opinion Board Secretariat.

The Challenge

In bringing a research product into a market, there is a need to ensure that preparatory works are in place to increase its success and avoid waste of government resources or unnecessary legal battles. Part of the work requires looking into possibilities that there could be blocking patents that would impede market entry through Freedom to Operate assessment, IP valuation to serve as leverage during negotiations and licensing, and dealing with regulatory requirements. On equal footing, the Philippine Technology Transfer Act of 2009 encourages technology commercialization and explicitly requires that publicly funded researches undergo fairness opinion. Since there were no existing models, local or abroad, to use before the first request was received in 2015 for fairness opinion issuance, the DOST-TAPI, as the then secretariat of the Fairness Opinion Board, established the mechanisms from scratch, which included issuances of guidelines and protocols, and later fast-tracking of the services. The Best Practice is now being used by DOST’s regional offices and is now adopted by Research and Development Institutes (RDIs) around the country.

Solution and Impact

DOST-TAPI’s best practice is a due diligence mechanism that was first assessed through environmental scanning to determine whether there are existing models that can be adopted for the instant takeoff of the fairness opinion issuance. There appeared to be none, which became the basis to secure funding from the Department of Science and Technology (DOST) that aimed to support the commercialization of locally-developed technologies and the operationalization of the Fairness Opinion Board (FOB) Secretariat by the DOST-TAPI. In-house capacity building, drafting and issuance of protocols and guidelines, and later training of other agencies were done. Towards the end of 2019, the experiences obtained from the development and use of the Best Practice inspired the amendment of the Implementing Rules and Regulations (IRR) of the Republic Act (RA) No. 10055, which decentralized the role of the FOB Secretariat from DOST-TAPI to the regional offices of the DOST. DOST-TAPI capacitated all of the DOST regional offices to allow them to absorb requests for fairness opinions from their respective jurisprudence.

The best practice of the Institute led to the issuance of several memorandum circulars, such as guidelines to determine licensing royalties, technology commercialization policies, and fast-tracking options to issue fairness opinion reports. It also led to capacity-building activities of DOST stakeholders where thousands of researchers, scientists, policymakers, technology transfer professionals, intellectual property (IP) professionals, government specialists, professors, and students around the country were trained on fairness opinion issuance, Freedom to Operate (FTO), and IP valuation.

The most striking impact, however, that the best practice contributed to public sector innovation is the amendment of the Implementing Rules and Regulations (IRR) of RA 10055. While many parts of the IRR were revised after thorough public consultations around the country, it would be highly distinguishable that Rule 11 was overhauled to present a better modality to issue fairness opinion reports. The following summarizes the revision as triggered by the best practice:

  1. What cannot be considered as commercialization (Section 2)
  2. Minimum required documents (Section 6)
  3. Criteria for fairness, which guides the Fairness Opinion Board to evaluate the financial capability of the technology transferee and its ability to sustain the production, competitive position of the technology transferee, marketability of the product or service that shall be produced from the subject technology(Section 7)
  4. Contents of the Fairness Opinion Report (Section 8)

The pre-commercialization due diligence mechanism of DOST-TAPI also contributed to the separation of the fairness opinion report to focus on the financial aspects of the transaction and to be issued by an independent third-party body of experts, with that of a Written Recommendation, as elucidated in DOST Memorandum Circular No. 002 s. 2019.


With the due diligence mechanism getting handy, the DOST-TAPI was able to operationalize the FOB and created and streamline the processes, in particular Rule 11 of the IRR of RA 10055, leading to 102 IP valuation reports, 313 licensing agreements and term sheets, 61 written recommendations, and 159 fairness opinion reports from 2016 to 2020 as commissioned by theDOST. This also motivated launching of a technology transfer fellowship known as HIRANG: Honing Innovations, Research, Agreements and Negotiations of the Government-Funded Technologies Internship Program, which led to the graduation of 23 technology transfer interns and the signing of 12 licensing agreements.

In 2017, the pioneering team was nominated for the First Annual Awarding Ceremony of BCYF Innovation Awards in Malacañang Palace. The FTO and IP valuation teams of the DOST-TAPI were able to assess several local technologies, including the portfolio of potentially the country’s first unicorn. In July 2021, DOST-TAPI launched its Week-long Accomplishment and Culminating Activity of Special Projects (WACAS) to honor the project team’s accomplishments and included specialized public presentations dubbed “The Specialist” where the Best Practice was presented on two (2) topics, “Assessing IP Quality and FTO through IP Analytics” and “Demystifying IP Valuation”.

The specialists comprising the pioneering team from the Invention Development Division are now recognized as subject matter experts on the Best Practice. As proof of interest and adoption, DOST-TAPI specialists are now regularly requested as experts and resource persons by other agencies to teach or discuss FTO, IP valuation, and fairness opinion issuance.

Name of the Organization

Southern Leyte State University

Name of the Office/Unit that leads the implementation of this best practice entry

Journal Production and Management Office (JPMO)

Focus Area of the Best Practice

Human Resource, Operations, Management and Perspectives on Productivity and Quality

Date the best practice was first implemented

12 September 2016 – up to present

Summary of the Best Practice

The Journal Production and Management Office (JPMO) of the Southern Leyte State University (SLSU) has been helping faculty and researchers get additional mileage for their research projects by providing support and publishing ASEAN Citation Index (ACI) Referred Journals.

SLSU’s JPMO has been instrumental in the promotion of faculty members and accreditation of published authors as full-fledged professors, availment of publication incentives, elevated the journals’ reputation and quality, enhanced the capabilities of faculty members and staff to publish research, and contributed to the increase in the annual organizational budget based on the existing normative financing scheme. To achieve these objectives, the JPMO undertook practices and activities in the management of its two journals – the Journal of Educational and Human Resource Development (JEHRD) and the Journal of Science, Engineering and Technology (JSET) – which include the following:

  • Submission of the journals to the Commission on Higher Education (CHED) for the Journal Incentive Program (JIP) recognition and accreditation.
  • Submission of the journals to the ASEAN Citation Index (ACI) in Thailand for accreditation and recognition.
  • Conduct weekly journal mentoring webinars free of charge for all authors from various agencies, including international universities.
  • Organized and conducted training on journal typesetting using LATEX Openware to increase the capability of SLSU’s journal typesetters. Part of the training also included operations on the online journal system. This training series also attracted the attention of other state universities that turned to SLSU for assistance in journal management.
  • Provided free consultancy services and served as resource persons on journal management. SLSU’s JPMO provided free consultancy services in response to requests from various state universities who came to SLSU for assistance and advice.

From 2016 up to the present, SLSU’s JPMO assisted the Bukidnon State University, Biliran Province State University (formerly Naval State University), University of Northern Philippines, Surigao del Sur State University, Surigao State College of Technology, Palompon Institute of Technology (PIT), Northwest Samar State University, and Leyte Normal University. SLSU has also sponsored training and writeshops on publishing high-quality journal papers.

The Challenge

Research and its publication in scientific journals is imperative in state universities. From 2013 to 2015, SLSU struggled to produce a scientific journal that would cater to high-quality research from SLSU and other agencies. To improve its status in journal publication and obtain financing to enhance journal production operations, the SLSU Journal Management Team hurdled the rigorous and highly competitive CHED evaluation for scientific journals based on the guidelines in CHED Memorandum Order No. 53, s. 2016, which governs the evaluation of research journals in the Philippines for the CHED Journal Challenge category and the Journal Incentive Program (CHED-JIP). SLSU consequently passed the screening for the CHED-JIP, and it’s two (2) journals — JEHRD and JSET — became part of the handful of journals in the Philippines that CHED recognized. The Journal Office of SLSU also received the CHED grant of Php 400,000 per journal per year from 2017 to 2019, owing to its status as a CHED-JIP recipient.

After this phase, the Journal Production and Management Office was faced with another challenge: how to raise the status of JEHRD and JSET to become internationally peer-reviewed journals, as its CHED-JIP accreditation only provided the two journals’ national coverage. Moreover, when the CHED-JIP program ended, the JPMO would have to look for other sources of funds to continue its journal operations. To overcome these challenges, the JPMO subjected JEHRD and JSET for evaluation to be accredited by the ASEAN Citation Index (ACI) based in Thailand. Like its earlier case with the CHED-JIP accreditation, SLSU’s JSET and JEHRD again successfully passed the evaluation to become an ACI-indexed journal, enabling it to become an international peer-reviewed journal. Due to its new status as an international journal, the JPMO had to implement strategies and practices to sustain the traction gained by JEHRD and JSET. From 2016 up to the present, several papers have been published in the SLSU journals. This then led to the series of best practices implemented by the JPMO.

Solution and Impact

The JPMO has ensured that the composition of the Editorial Boards of the two journals have sterling qualifications. The office has also recruited only qualified referees for the papers. The office has established an interim policy: the number of papers published every year should mostly come from outside the university to establish greater journal reach. To attain this, the office has ensured that the papers published by SLSU should be at most 50% of the total published papers yearly. Moreover, we have been aggressive in promoting and marketing our journals through the university’s website, www.southernleytestateu.edu.ph.


The JPMO has adopted the LATEX typesetting openware. This is to achieve consistency in terms of the appearance of each journal paper. Capability-building activities for the journal staff have been conducted. In addition, the office has adopted the open-source online journal system (OJS), the PKP. This journal provides immediate access to its content on the principle that making research freely available to the public supports a greater global exchange of knowledge.

Recently, we have undertaken initiatives to migrate the existing journal’s website – https://www.ijterm.org- to the University’s official website. This is to attain a greater reach of our journals and to attain wider visibility and higher webmetrics ranking of the University.

Performance and Results

In terms of human resource development, the accreditation and recognition of the journals in the ACI have contributed so much to the promotion of faculty members of State Universities and Colleges (SUCs)across the country. Faculty members whose research outputs are published in JSET and JEHRD are given international credits. Consequently, a number of SLSU faculty members have attained the Full Professor ranks during the NBC 461 evaluation. These faculty members also have qualified and passed for the accreditation of full-fledged professors since they have papers published in the SLSU’s ACI journals. For instance, during the NBC 461 Cycle 8 evaluation (covering 2016-2019), 19 SLSU faculty members qualified for full professor ranks. This excludes the existing 19 SLSU professors who have been awarded full professor ranks during the 7th cycle evaluation covering 2013-2016.

The SLSU Journal Management Team was adjudged the regional winner by the Civil Service Commission (CSC) during the 2019 Search for Outstanding Government Workers. The CSC – HAP (Honors and Awards Program) garnered by the SLSU’s journal management team clearly manifests its impactful contribution to society as a whole.

In terms of the research budget of the University, the increasing number of published papers of the faculty members has contributed to the increase in the Research MOOE budget from 2017 to 2021. Based on the National Expenditure Program (NEP 2017-2022), SLSU’s research budget has continuously increased, except from 2021 to 2022, during the COVID-19 pandemic.

Testimonials from faculty researchers outside of the SLSU have reached our office, and the concerned faculty members could vouch for the positive impacts that their paper publications have brought to their professional lives.

The journals of already gained a number of citations based on the Google Scholar database. The impact factor of the journals has been increasing during the last two years.


The best practices in journal management of SLSU has been benchmarked by several SUCs who have either visited the SLSU campus or requested mentoring and assistance from the JPMO staff. Among those benchmarked and consulted SLSU were: Bukidnon State University, Surigao del Sur StateUniversity, Surigao City State College, Polytechnique University of the Philippines, Palompon Institute ofTechnology, and Biliran Province State University.

Next Steps

The Strategic Plan of the University has been identified as one of the milestones for achievement in 2023-2024. It is the inclusion of the SLSU journals JSET and JEHRD in the Emerging Science CitationIndex (ESCI) of the Clarivate Analytics or Web of Science indexing.

Moreover, SLSU is spearheading the Consortium of Philippine Higher Education Institutions JournalPublications (PhilJournals) or formerly the Visayas-Mindanao Consortium for Journal Publications, Inc. SLSU serves as the secretariat of the consortium. The consortium advocates for the sustained publication and accreditation of reputable journals in the Philippines. All activities of the SLSU-JPMO are also anchored on the goals and objectives of the consortium; hence, its sustained publication is assured.


Since becoming an internationally peer-reviewed journal, JEHRD and JSET have progressed to achieving the following:

  • Became the only two CHED-Journal Incentive (JIP) recognized journals in Region 8
  • Became the only ACI-indexed journal coming from Region 8
  • Among the first scientific journal publications in Region 8 to employ LATEX typesetting as the standard for creating the typeset of published papers
  • Among the first scientific journal publications in Region 8 to utilize the Online Journal System, which provides Google Scholar visibility to published articles
  • Widened the scope of JEHRD and JSET by publishing articles from Ethiopia, India, Vietnam, Nigeria, Belgium, Iraq, Thailand, Nepal, and Australia, subject to the results of the peer-review process and decision of the Editorial Board
  • Gained an international editorial board composition for the two journals

The SLSU Journal Management Team was the recipient of the Regional Civil Service PAG-ASA award in 2019.


Department of Science and Technology II

Best Practice Focus Area/s

Human Resource

Year Implemented

January 2019

This is a GBPR entry


The World Health Organization underscored that a healthy workforce plays a vital role in social and economic development at the global, national, and local levels. Employees are considered important assets of any organization, contributing to delivering quality services. Hence, organizations should consider employees’ health a top priority.

Considering the employees’ exposure to various health hazards such as pollution and diseases, as well as having a sedentary lifestyle and stressful environment, the Department of Science and Technology Regional Office 02 (DOST 02) decided to launch the DOST Care. This is spearheaded by its Human Resource and Health and Wellness Team to monitor and promote the overall health of the DOST 02 employees. The DOST Care was implemented in January 2019, starting with the patient profiling of employees and the provision of basic healthcare consultation and counseling by the DOST Care Team.

The monitoring of employees’ health serves as the basis for the constant provision of health care tips, necessary first aid, medication counseling, and recommendation to visit a physician if recorded vital signs are continuously abnormal. With the support of its Human Resource, DOST Care also initiates health-related seminars with themes that depend on the current problems the workforce is facing. The practice is still for improvement, but it has already provided vital health information to the DOST 02’s employees, most of whom had not known about their health risks. Now with DOST Care, all employees can keep track of their current health status and can prevent different possible diseases.

Background and Problem

The DOST 02, the lead agency that promotes and supports science, technology, and innovation, implies that it has a vast responsibility. From its flagship program, the Small Enterprises Technology Upgrading Program (SETUP), and the different regional committees it handles, the agency has a huge workload for its limited number of employees, making them vulnerable to certain diseases.

The agency staff spend most of their work hours in their respective offices drafting proposals and doing clerical work and are hardly deployed for field assignments. Aggravating the lack of physical exertion is the mental stress experienced by staff who usually resort to stress-eating, which further contributes to risk factors of non-communicable diseases like diabetes mellitus type II and hypertension. Other diseases may also arise from these practices, like stroke and cancer. The combination of (1) minimal physical movements to burn excess calories and body fat and (2) relying on fast-food as a means of immediate comfort makes it almost inevitable for DOST 02 employees to be at risk of developing non-communicable diseases.

In the last quarter of 2018, the regional director and the human resource management observed that employees were gaining weight and increasing utilization of their sick leaves. The agency is aware of the hazards of exposure to situations that may affect an employee’s health and recognizes their need for protection. Additionally, the agency heads acknowledged that health challenges may still be unknown to some staff, and they anticipate the staff may ask for help in the future. These concerns led to establishing the DOST Care Team, which would provide healthcare services to the entire agency workforce.

The overall objective of DOST Care is to monitor the basic health status of the DOST 02 personnel by offering the following tests: blood pressure, oxygen saturation, heart rate, and fasting blood glucose/ random blood glucose. These tests provide important information and impose a concern for health among their staff, encouraging them to be checked by a physician and educating them on the advantages of possibly obtaining an early diagnosis should they have a disease or condition needing attention. The project also raises employees’ awareness of their health situation and enables them to seek immediate intervention. Other than that, DOST Care also provides basic health interventions to address health issues experienced by the DOST 02 employees, enabling them to be more efficient in the organization by preventing further damage to their health.

Solution and Impact

DOST Care was one of the workplace health promotion practices of the agency targeting the prevention of non-communicable diseases brought forth by unhealthy habits and sedentary lifestyles. This practice provides the necessary information on the health of the DOST 02 employees, limited to blood pressure, oxygen saturation, heart rate, and blood glucose. The DOST Care thus serves as a health promotion program that instills in its employees a mindset to prioritize their health. With continuous improvement, they will eventually consider it an effective practice in improving health-related outcomes and preventing or decreasing health issues such as obesity, cardiovascular diseases, and diabetes.

It was also observed that most of the agency’s senior leaders had already been diagnosed with non-communicable diseases, making them unable to undertake their respective duties. DOST Care addresses this problem by constantly monitoring senior leaders’ health to improve their health status, enhance productivity, reduce sick leaves, reduce turnover and absenteeism. They also hoped that the junior employees, who will soon be the senior leaders, would become more aware of their health status and start considering a healthy lifestyle, rendering them physically ready and fit for future responsibilities in the agency.

The practice started with profiling DOST employees to determine who already had underlying diseases and who were prone to acquiring such so they could be prioritized in health monitoring. The priority health check is immediately conducted upon request of the employees or those staff who are manifesting symptoms. From that point onwards, the team has been conducting the tests once a month, analyzing the results so that those whose numbers fall outside the normal range are provided with non-pharmacological interventions.

They gathered normal values for the different tests from these reliable sources: American Lung Society for Oxygen Saturation, American Heart Society for Heart Rate; Joint National Committee -7 for Blood Pressure; and WebMD for Blood Glucose.

The team records all data gathered in its database, which is kept confidential and can only be accessed by them. Thus, they can monitor the trends in each employee’s health status. The employee may request the results from check-ups for personal purposes, and if results continue to fall outside the normal range for three (3) consecutive check-ups, they would advise the employee to see a physician.

DOST Care, with the support of the agency’s Human Resources, has initiated seminars necessary to provide additional knowledge regarding one’s health. They conducted a seminar last October 2019 that addressed two health issues the agency currently faces: Tobacco Smoke and Mental Health in the workplace.

Milestones/Next Steps

The DOST Care was recognized as one of the agency’s leadership approaches contributing to the agency’s success in achieving PQA Level II, considered the highest award given to an organization. It will also expand its tests to include Body Mass Index (BMI) monitoring, which is essential in managing and preventing non-communicable diseases.

DOST Care will also provide statistics and necessary information to HR to plan other health-related seminars that will provide additional health information to its employees. The agency initially planned a seminar focusing on non-communicable diseases, basic over-the-counter drug knowledge, and coping with workplace stress. However, these activities were postponed because of the pandemic but will resume once everything goes back to normal.

With the current situation of the country, persistent and more tedious health monitoring is needed. People with co-morbidities like hypertension, diabetes, respiratory illness, and other diseases are more prone to be infected by the coronavirus. DOST Care promotes the welfare of its staff through the early provision of the necessary information for monitoring their health, indirectly preventing the spread of COVID-19.

In coordination with its HR, DOST Care is currently crafting systems that would monitor other necessary information related to the COVID-19 pandemic. The system would include a temperature monitoring and symptoms survey, which will greatly help the DOST 02 employees prevent the spread of the virus, especially if a DOST 02 employee is found to be a COVID-19 carrier. DOST Care, through HR, also initiated its Contact Information Sheet and monitoring system for clients; it will be useful in contact tracing if one of their customers is diagnosed with COVID-19.

Agency staff is asked to maintain a healthy lifestyle and keep their immune system strong. Through DOST Care, the DOST 02 employees are constantly aware of their current health status, which helps prevent the spread of diseases and other health issues that would be detrimental to them.


Governance Commission for Government-owned-or-controlled Corporations

Best Practice Focus Area/s

Leadership, Human Resource, Operations

Year Implemented

11 May 2020

This is a GBPR entry


At the onset of the pandemic, GCG personnel experienced several difficulties concerning their regular work operations. Their issues were around adopting work-from-home arrangements and health concerns around the ongoing pandemic. In light of this, the agency implemented interventions specific to each problem they observed. Namely, their interventions were remote access to their Data Management System (DMS), a weekly health status survey, reformed policies on alternative work arrangements, an Identification Barcode System, and an Online Employee Information Management System (EIMS). These interventions have helped their personnel adapt to the new normal, and these interventions were so successful that they continued to be implemented long after.

Background and Problem

At the onset of the pandemic, GCG personnel experienced a number of difficulties in relation to their regular work operations. One of the main issues was around the adoption of work-from-home arrangements. Personnel raised many questions relating to other office policies. For example, what to do if they contracted the virus, to whom they should report, how they could file a leave, how their leave credits would be charged, and alike. And in relation to the previous point, monitoring personnel’s time-in and time-out of GCG became near-impossible given the disruption in work arrangements. Also, given the alternative work arrangements, there were some difficulties in delivering outputs as some outputs are heavily dependent on official documents or submissions from their stakeholders. These were only accessible via the agency’s Data Management System (DMS), their central repository for official documents.

There were some health concerns around the pandemic. Health Monitoring was limited and relegated to immediate supervisors rather than some formalized system. Moreover, there was concern about the agency’s dependence on the Biometrics System in timing. This was a concern since the virus can be contracted through surface contact.

Solution and Impact

To address these problems, the agency employed solutions addressing each problem.

  1. Remote Access to the DMS was enabled so that even those who are working from home could access the agency’s central repository for official documents.
  2. A weekly health status survey was developed by the Human Capital Management Division (HCMD) to have a centralized weekly monitoring system for the health and well-being of its personnel. Particularly, it is cascaded every Wednesday of the week, and the report per office is sent to the respective Directors for them to be apprised of the health and well-being of their respective personnel every week. This was further improved to include monitoring those who have already been vaccinated or are waiting for their respective schedules.
  3. Policies on alternative work arrangements were also developed for GCG personnel on what to do, who to report to, what their rights are with respect to their leave availments, and their respective work arrangements.
  4. An ID barcode system was developed to circumvent the biometrics system’s necessity of touching surfaces.
  5. An online Employee Information Management System (EIMS) was developed to enable even those working from home to time-in and time-out through the comfort of their homes using their laptops or cellphones. Daily Time Records could be generated for payroll purposes as an added benefit. Directors were also given their dashboards to monitor the physical reporting of their personnel as well as the time-in and time-out.

Overall, the aforementioned best practices gave the agency and its personnel ways to adapt to the new normal while ensuring the continuous operations of the agency despite the pandemic. And in terms of their long-term impact, the agency had the luxury of only needing to make minimal changes in light of changing pronouncements, given they already had the required programs in place.


Remote access to the DMS is still being implemented in the agency, especially for those working from home. As a way forward, the agency is looking to have personal laptops that can access the DMS while also implementing supplementary protocols to ensure the confidentiality of official documents.
The weekly health survey was used in conceptualizing other programs in the agency. One program, in particular, was an onsite vaccination program. The survey is continuously improving to include personnel’s mental health. In the future, the revised survey may lead to other programs.
Policies on alternative work arrangements are still ever-changing, subject to the official pronouncements from the Office of the President. However, recent developments to the policies have been instrumental in allowing GCG personnel to physically report to the office as needed, with the added benefit of free motor pool services from the agency.

The online EIMS has been a critical monitoring tool for personnel’s observance of health protocols and their time-in and time-out. This monitoring has given directors the necessary information to change the schedule of physical reporting and WFH every month. The tool has also been updated to allow their Human Resources department other functions, such as changing whether selected personnel will work from home or on-site, generating ID barcodes for newly-hired personnel and allowing them access to the Online EIMS, and deactivating those who are separated from service.


Capiz Provincial Environment and Natural Resources Office

Best Practice Focus Area/s

Leadership, Strategy

Year Implemented

25 June 2018- Present

This is a GBPR Entry


The Capiz Provincial Environment and Natural Resources Office (CaPENRO) recognized the primary responsibility of locals in addressing environmental problems. They initiated the 1M Kahoy Project. It is a province-wide tree-growing activity in which the component city participates. It has also grown to support the livelihood of communities.

Background and Problem

In September 2017, the Capiz Provincial Environment and Natural Resources Office (CaPENRO) was created to focus more on effectively governing the environment in the Province of Capiz. Since its establishment, it has been committed to developing, promoting, and implementing programs toward an ecologically sustainable and resilient Capiz. And in recognizing the primary responsibility of locals in addressing environmental problems, they initiated the 1M Kahoy Project.

Specifically, the 1M Kahoy Project aimed to address the following identified gaps in Capiz directly:

  1. There was no existing agency in the province that conducted sustainability programs. Relatedly, there was also a lack of environmental programs being implemented.
  2. The degradation of forest cover in the province was substantially high. Particularly, Capiz only had nine percent (9%) remaining forest cover;
  3. There is a need to create Climate Change Mitigation at the local level.
  4. There is a lack of coordination and collaboration among the various local stakeholders of Capiz, from NGAs, LGUs, NGOs, Academe, and other sectors on environmental conservation, protection, and restoration.
The Municipality of Panitan through the Municipal Environment and Natural Resources Office and Office of the Municipal Agriculturist join the Kick Off Ceremony of the 1 Million Kahoy Project of the Capiz Provincial Government in Celebration of the National Arbor Day last 25 June 2022.

Solution and Impact

The 1 Million Kahoy Project was formulated as a province-wide tree-growing activity. And aside from the component city, municipalities, barangays, Local Government Units (LGUs), National Government Agencies (NGAs), Non-Government Organizations (NGOs), academic institutions, the business sector, civic organizations, religious organizations, People’s Organizations (POs), and even private individuals were also encouraged to join. And every Capisnon who is 12 years old and above was also eligible to participate in the activity.

The CaPENRO’s efforts brought the following results for the 1 Million Kahoy Project:

  1. 1,146,755 trees were planted in 2018, and the activity had 167,195 participants
  2. 667, 160 trees were planted in 2019, and there were 41,874 participants
  3. 1,747,518 trees were planted in 2020, and there were 40,026 participants

Across all years, not just one sector but various sectors were represented. The 2018 implementation had 74,608 from NGAs, and the 2019 implementation had 34,689 from academic institutions. The reforestation of deforested areas in the mountains of Capiz.

Over time, the project’s scope has also grown to create livelihood opportunities for communities from coastal or upland areas. One community, particularly, was from the Integrated Social Forestry’s (ISF) beneficiaries. The ISF is also a greening project initiated by the Department of Environment and Natural Resources (DENR), which has been devolved to the LGUs of Capiz.

As part of the 1 Million Kahoy Project, ISF beneficiaries were given materials to kick off their livelihood projects, and they were also partnered with business sector stakeholders in Capiz. On the other hand, business sector stakeholders were also encouraged to metaphorically adopt certain ISF beneficiaries by financially supporting their production of seedlings for reforestation. Through these arrangements, business sector stakeholders have supported the 1 Million Kahoy Project and helped the ISF beneficiaries who are also part of a greening effort in Capiz.


The project’s success led it to be recognized as a significant contributor to the DENR’s National Greening Program. Moreover, the project’s success has also come to be critical for the Philippine Coconut Authority Agricultural Research Program for Climate Mitigation, Resiliency, and Response, the Department of Agriculture and Department of Education’s Tree Planting and Greening Program, the Department of Labor and Employment’s Tulong Panghanapbuhay sa Ating Disadvantaged/Displaced Workers (TUPAD), and the Department of Social Welfare and Development’s Climate Change Adaptation and Mitigation (CCAM) through enabling cash for work. And because it has been so successful, other LGUs and organizations have also started their initiatives similar to it.


National Home Mortgage Finance Corporation

Best Practice Focus Area/s

Strategy, Citizens, Customers, Operations

Year Implemented

26 October 2020

This is a GBPR entry


The Online Housing Fair 2020 is the first online public housing fair conducted by a key shelter agency initiated by the Acquired Asset Division, Asset Management Department, and the Fund and Asset Management Group. This is a collaborative project with the Information Systems and Technical Support Division. Despite the varying community quarantine restrictions because of the COVID-19 pandemic, the NHMFC continued to deliver its service to the people and use information and communications technology to reach its clientele better.

Background and Problem

The corporation is conducting an annual housing fair to sell properties acquired through foreclosures. This initiative is intended to ensure the corporation’s assets are performing at an above-average collection efficiency rate. Before COVID-19, they conducted the housing fair face to face in the corporation’s head office or other venues. The community quarantine restrictions and health protocols hindered the corporation from conducting a housing fair.

Screenshot of the Online Housing Fair streamed on the NHMFC Facebook Page last 20 November 2020.

Solution and Impact

The Online Housing Fair 2020 changed the landscape of Key Shelter Agency housing fairs. At the onset of the pandemic, the housing fair team determined the migration of the event to be 100% online. With the full support of the Information Systems and Technical Support Division, they developed a fully automated housing fair program. This program covers the interactive listing of the acquired properties for sale, the registration of the participants, the submission of bids, and the automated selection of the most responsive bidder, up to the opening of the bids. The opening of bids was wrapped up twice faster than ever because bid results were generated electronically. The Online Housing Fair was interactive, contactless, seamless, and boundless nationwide. It greatly facilitated the fulfillment of NHMFC’s GCG Targets for CY 2020, specifically Strategic Measure #5–“Reduction of Non-performing Assets” and Strategic Measure #6 –“Percentage of Satisfied Individual Customers.”

The Online Housing Fair 2020 is instrumental in reducing nonperforming assets of the corporation and converting the same into performing loans that can now be eligible for asset pooling and securitization of mortgage receivables, consistent with its mandate. Moreover, the program generated a projected income of Php 12 million, contributing to income generation and reduction of nonperforming assets targets of the corporation. The Online Housing Fair 2020 also contributed to the increase in the monthly collections received by the Corporation and effectively increased the Collection Efficiency Rate (CER) performance. The generated fund under the program was channeled back to nance new housing loan receivables take-outs and help the corporation to increase the number of its mortgage receivables portfolio.


The housing fair team was awarded a Special Recognition Award during the Program on Awards and Incentives for Service Excellence (PRAISE) CY 2020. The corporation’s housing fairs will now be conducted online at least once a year and more frequently moving forward.

During the height of the pandemic last year, one of the sectors greatly impacted was real estate. Everyone is trying to keep funds as liquid as possible. The housing market was down because people were not ready to purchase a home amid uncertainties. Additionally, implementing the BayanihanHeal as One Act mandated all financial institutions to offer a moratorium and grace period in mortgage payments. At the same time, interest rates were forced to go down to support the economy’s viability. It was a blessing for NHMFC that people enjoyed the housing fair in the comforts and safety of their homes. Despite the uncertainties, 101 properties were sold, and 13 were paid in cash.


Nueva Ecija University of Science and Technology

Best Practice Focus Area/s

Strategy, Citizens / Customers Operations

Year Implemented

March 2020 to present

This is a GBPR Entry


The NEUST Bayanihan Para sa Bayan, as the term suggests, is the product of the collaborative efforts of different stakeholders to ensure continuity of education and continuous delivery of services amidst the pandemic. The nominated best practice is the result of the collaborative efforts of the nominee, the community, and other partners and stakeholders during the pandemic. The activities cover March 2020, when the World Health Organization declared the pandemic, and Community Quarantines were implemented over the entire Philippine archipelago.

Background and Problem

The spread of the COVID-19 virus and the imposition of Community Quarantines have indeed put additional challenges to the many aspects of the daily lives of people and the operations of every institution. During these difficult times, the College of Public Administration and Disaster Management (CPDAM) took an active role in ensuring a successful response to COVID-19, providing a stream of actions at the institutional and community level.

One of the immediate challenges confronting the institution and perhaps other academic institutions is ensuring continuity of learning while promoting the safety and well-being of the students. While the pandemic has exposed the inadequacy of public education and the glaring digital divide, the College managed to continuously provide services to the students and its other clientele, including the Indigenous Peoples (IPS), whom the College supports in their pursuit of self-determination.

Face masks and face shields were distributed to the frontliners of hospitals and barangays.

Solution and Impact

The first initiative is the decision to undertake preemptive measures to help contain the spread of the contagion, at least at the College level. The students were briefed about the following actions, and their parents and guardians were involved in the planning and decision-making. Students were then involved in disseminating information on what COVID-19 is, how it is transmitted, what preventive measures must be implemented, and the recent rules and policies that must be adhered to. In this way, the students gained further familiarity with the current events while raising awareness among readers, social media users, and fellow learners.

To ensure continuity of learning during the quarantine period, where limited movement is imposed to prevent the virus transmission, the College transitioned and assisted the students in adjusting from traditional face-to-face classes to remote learning. It even considered the students’ need for a digital device, which is crucial to cope with the new learning modality. The College, through its extension arm, the Center for Indigenous Peoples Education (CIPE), and donations from donors, provided brand new tablets to deserving IP Students. The faculty even went to the Indigenous Cultural Community of Carranglan in Nueva Ecija to install Wi-Fi for the IP Students.

Aside from education, the College, through the CIPE, continued with its Fingerlings Distribution program, where the IP families were given fingerlings of tilapia, gurami, and ulang to serve as additional sources of livelihood. This was made possible through the partnership between the Center and the Bureau of Fisheries and Aquatic Resources (BFAR)-Munoz. All these are aimed at maximizing resources and ensuring that services will be delivered amidst the pandemic. The College hopes to significantly extend the same or similar projects and services to the community even after the pandemic to benefit students and IP communities.


The preemptive measures against virus transmission, the involvement of the parents in the decision-making regarding their children’s education, the continuity of learning, the heightened awareness regarding the modes of transmission, and the preventive measures against the spread of COVID-19 were considered milestones.

Other milestones of the projects were the following:

  • Has encouraged the students to remain vigilant and to practice safety and health measures at all times;
  • Production of 415 pieces of face masks and 460 pieces of the DIY face shields distributed to the frontliners of hospitals and barangays;
  • Promoted positive mental health through planting vegetables and provision of vegetable seedlings;
  • Production of instructional materials in the form of modules for the students;
  • Partnership with the Provincial Social Welfare and Development Office and the National Commission on Indigenous Peoples-Nueva Ecija Provincial Office for the distribution and delivery of modules to students;
  • Fingerlings given to ninety (90) families from the Kalanguya ICC and 54 IP families from Gabaldon.


Office of the Vice Mayor- Himamaylan City

Best Practice Focus Area/s

Strategy Citizens / Customers Operations

Year Implemented

25 March 2020

This is a GBPR Entry


The Citizen Participation in Governance (CPaG) is a local digital democracy initiative of the City of Himamaylan. “Sipag” is the Filipino term for “Zeal”- a call to action for citizens to be passionate about holding the government responsible and contributing to the nation-building process. It is envisioned to empower ordinary citizens to petition the local government on policies and programs and serve as a monitoring tool for infrastructure project implementation.

Background and Problem

According to Datareportal, in the third quarter of 2020, 96% of internet users in the Philippines accessed Facebook, whereas 93% were actively engaged within the same period. Being one of the most used and accessible social platforms, Facebook was utilized to engage citizen participation. With social media as the most efficient platform for communication, CPaG is accessible through Facebook for the citizen’s convenience. It allows people to lobby their concerns, introduce ideas, and express frustrations towards the government. However, most of the supposed inputs never reached the officials and the offices that have the power to address such, particularly on the LGU level. The absence of accessible avenues for civic engagement and public participation dampens the willingness of citizens to take part in the local governance in the City of Himamaylan.

Screenshot of the CPAG Facebook Page and Chatbot

Solution and Impact

CPaG aims to maximize the use of technology by utilizing social media to empower and engage citizens to petition the local government and contribute to the project of nation-building as a whole. CPaG was developed to address the city’s lack of avenues for civic engagement and public participation. As an accessible platform, it is now easier for people to communicate through this channel. With the help of social media, the citizens will no longer be burdened by the tedious documentary processes since they can immediately and directly bring their concerns to a Task Force composed of competent and responsive officials to address such.

CPaG is open to all comments, suggestions, and even complaints about public infrastructure within the jurisdiction of Himamaylan City. Anyone with internet access and a Facebook account may lobby their concerns, introduce ideas, and express frustrations towards the government. All submissions sent to the CPaG Facebook page are reviewed and responded to. The Office of the Vice Mayor, mandated to be the advocacy arm of the local legislature, fulfills its functions through CPaG on the critical aspect of civic engagement and public participation. In addition, social media was chosen as the ideal platform to best capture the raw sentiments of the populace. This ensures that inputs are candid, unaltered, and fully representative of their sentiments toward the local government. Most concerns are related to easily-delivered basic utilities such as jetmatic water pumps and the installation of lighting fixtures. Complaints that require a longer timeframe and a larger funding component are listed for inspection and potential inclusion in the agenda of the City Development Council, which is mandated to identify the composition of the annual 20% Development Fund of the local government unit.

With the launch of the CPaG mobile app, the office could align expenditures on the ground and priorities. It promotes efficient coordination among LGU offices and the Task Force. It aligns the developmental goals of the LGU, the barangay, and the community. Since its launch, CPaG has received a total of 66 submitted feedback. Out of this, 49 (74.24%) have been addressed and responded to, 14 (21.21%) are ongoing projects, and the remaining 3 (4.55%) are concerning private properties that are out of the jurisdiction of the ordinance. In 2021, CPaG identified projects that will receive 10% of the 2021 Development Fund or P17.1 million.


Aside from being prioritized by the City Government, CPaG was nationally recognized as a best practice for Freedom of Information and was awarded the Freedom of Information Champion title by the Presidential Communications Operations Office (PCOO). The Task Force plans to expand CPaG’s functionality beyond just infrastructure to include implementing citizen’s charters, reporting of public officials and employees, and requests that fall under the Freedom of Information. CPaG continues to have an active social media engagement by receiving submissions since its launch. Citizens from different barangays sent their concerns and requests to the Facebook page. To maintain consistency and secure its regularity, all entries are thoroughly reviewed to ensure they are within the scope of the city’s jurisdiction, forwarded to the respective department, and monitored until addressed.

CPaG also uses the Facebook Messenger Bot to get relevant information about the concerns. Certain FAQs can be addressed through guided and automated questions without human intervention. Frequent reporting of project status through Facebook posts has led to the acceptance of the initiative. Since most public sentiments do not usually reach the concerned bodies, CPaG has bridged this communication gap in the city. CPaG was institutionalized through the Executive Order & Resolution by the Local Government Unit of Himamaylan City. A Monitoring Task Force was established a month after the platform’s launch. Its duties and responsibilities include the preparation of bi-monthly reports on the status of CPaG submissions and endorsement of projects to the City Development Council. The CPaG-endorsed projects are included in the 10% Annual Development Fund of the City starting FY 2021. With the support of the City Government, the Task Force intends to expand CPaG functionality beyond just infrastructure to include implementation of the citizen’s charters, reporting of erring public officials and employees, and requests that fall under freedom of information.