Category: Service Quality

Summary

Nagkakaisang Lingkod Bayan ng Davao Oriental–Barangay Outreach Caravan is a peace and development program of Provincial Government of Davao Oriental initiated by Gov. Nelson Dayanghirang. It aims to reintroduce the government and bring services closer to the people. It is a convergence of all public servicing agencies in Davao Oriental. The program was launched on November 25, 2016 and pilot tested in the remotest barangay in Davao Oriental. To date, it has 75 peace and development partners consisting of national, regional, provincial, municipal government agencies, private companies and civil society organizations; benefiting 12 of 183 barangays with 478,914 individuals. NLD BOC is an innovation on the whole-of-nation approach.

Background and Problem

Communities in the geographically isolated and disadvantaged areas always lament that they do not have ready access to government services. Such sentiment was obviously usurped by the insurgent left, hence, they can sustain a rebellion against the government drawing support from the disillusioned masses. Governance methods are generally carried out according to mandates. However, observations and experience have it that:

  1. Development programs are more often delivered to target clients separately from the peacebuilding agenda;
  2. Implementation processes and community development curricula of service providers are often not congruent with each other;
  3. Government services are mostly stationary and inaccessible to basic communities in areas geographically detached from urban centers;
  4. While targets based, the beneficiaries are not profile-specific; hence,
  5. Program interventions are relatively not sustained both by interveners and beneficiaries;
  6. There is an absence of a unifying vehicle that can facilitate matching needs to applicable interventions.

Solution and Impact

The program follows a basic log-frame and process that guides its program implementing unit in charting out and conducting the requirement activities. Process management is centralized; but central decisions are focused only on the conduct of the caravan and other activities related to program development. Inputs in the program are mostly coming from the participating peace and development partner agencies and offices based on their respective and decided PPMPs (Project Procurement Management Plans) for the given period, hence, self-utilization of internal funds. This is for both provincial government departments and participating agencies/entities. The NLD-BOC program also maintains a reserve fund of Php 15,000,000.00 to fund other expense items in the course of conducting the service caravans as fuel, office supplies, some materials for the major services that the caravan brings like medicines, agricultural inputs and others.

Milestones

Remarkable Results:

  1. 36% increased accomplishment by the local branches of the AFP
  2. Program implementation processes scaled-up
  3. Program replication by C/MLGUs
  4. Increased number of P&D partners
  5. Increased number of beneficiaries

The NLD BOC is recognized as a good governance model and mentioned by the AFP in its commemorative book, “Filipino-AFP Strong.” It was also cited as Seal of Good Local Governance 2017 and Regional award for the Presidential Lingkod-Bayan 2018.

Next Steps

  1. Conduct of the NLD-BOC in the remaining 61 barangays of Davao Oriental
  2. Conduct NLD-BOC Partners Workshop
  3. Commence implementing sustainability projects for the 122 barangays that had already been served
  4. Sum-up NLD-BOC impact to governance and community development

Summary

The program started on November 25, 2013 led by Mayor Ronnel Rivera because he wanted an anti-drug program that is effective, results-oriented and possible for replication. LIKAY Droga aims to provide an avenue for potential drug users to focus their attention to livelihood activities and become productive members of society. Considering that most of the drug victims are out-of-school youth, the Local Government Unit decided to partner with the Alternative Learning System of the Department of Education.

Background and Problem

General Santos City has been the stronghold for commerce and trade in Region XII. However, the city has also its share of the griming realities of illegal drugs. PDEA12 reported that in General Santos City, peddlers and the suppliers of drugs are adults in our community, and their victims are the youth, particularly the out-of-school youth. The latter’s lack of education, lack of income, or lack of support system make them the most vulnerable victims of the drug problem. Lingap sa Kabataang Ayaw sa Droga (LIKAY Droga) was established for this purpose. It was facilitated by the PNP DARE Officers, Professors of Ramon Magsaysay Memorial Colleges, Brokenshire College, Marcellin Foundation and LIKAY Droga technical working group composed mostly of personnel from DepEd and the City Population Office.

Solution and Impact

In 2014, some OSYs participated in the Alternative Learning System of the Department of Education. The participants were potential or actual victims of drug abuse and were therefore identified as recipients of the LIKAY Droga program. Mobile Teachers (ALS implementers), District ALS Coordinators, Instructional Managers and some members of the academe were trained to make session plans for the development of LIKAY Droga Module. Taking from the initial but continuing successes of LIKAY Droga Program, the City has now extended its efforts of its advocacy, coming from the module of the Likay Droga Program – in August 2016, we launched Purok Laban Krimen (PLK), as our local move to support the massive efforts of government against illegal drugs and criminalities in the barangay. The collaborative efforts pave the way for a strengthened commitment and unconditional accountability system among the LGU, Barangays, Puroks, DepEd, PDEA, PNP, ALS learners, parents, community leaders and private sector. Because of LIKAY Droga, community participation increased especially in the grassroots level and drug awareness also increased among the constituents and in 2014, 171 personalities were arrested while 201 cases were filed. In 2015, 388 personalities were arrested, and 480 cases were filed. And in 2016, 655 personalities were arrested while 831 cases were filed. The significant increase marks the city as the most improved city in the region.

Milestones

  • Less number of drug-related cases compared to other regions
  • In the GSC BJMP, there are 63 drug users and pushers who are currently enrolled in ALS. 51 of these successfully finished the program and are now gainfully employed
  • 837 ALS learners are engaged in entrepreneurial activities
  • 374 ALS completers are gainfully employed
  • 410 involved in livelihood and income-generating projects
  • Aside from ALS Implementers, we also have 743 Anti-Illegal Drug Advocates (AIDAs) from different puroks and barangays.
  • Strengthened partnership between Public and Private Sectors, NGOs, POs, and CSOs
  • Boost community participation especially in the grassroots level
  • Drug awareness increased among constituents
  • In 2018, an amount of Php 1,500,000.00 from the Department of Education was given by The Literacy Coordinating Council as they recognize the programs viability and remarkability specially that it promotes prevention through literacy campaign

Next Step

  • Likay Droga will be extended to the classes under the Alternative Delivery Mode of DepEd
  • Adding more Income generating activities for ALS learners
  • Intensify and enhance monitoring of learners
  • On going inclusion of Likay Droga to the BJMP

Summary

The nomination is for the Security Analytics Project, implemented to be the backbone of the GSIS Information Security Office (ISO) in monitoring, detecting, preventing and responding to cyber threats in the shortest possible time. The project was initiated by CISO Jonathan Pineda and is an innovation to have an overall view of the GSIS Information Security Posture, including cyberattacks and threats to GSIS IT infrastructure in near real-time. Logs from various security tools are captured, aggregated, and processed using automation and machine learning techniques, enabling GSIS to respond faster. The project was started in 2016 and is continuously being improved.

Background and Problem

According to the Ponemon 2019 Cost of Breach Report, it takes an average of 279 days for a company to identify and contain a breach. The GSIS is under constant cyber-attack from various threat actors 24×7. Just the public websites alone receive more than 25,000 attempted attacks per day. The objective of the project was to identify and profile these attacks, and filter out the noise and false positives, so that the lnfoSec personnel can act on notable incidents only. To protect its IT infrastructure, GSIS implemented multiple security tools to implement its Information Security Program. However, these tools generate millions of logs daily and it is impossible for lnfoSec personnel to filter out notable incidents and respond to them faster. Investigating and remediating incidents takes so much time that the GSIS may be exposed to data breaches if these threats are not detected and acted upon sooner.

Solution and Impact

Traditional Security Incident and Event Management meant that you can aggregate and correlate logs so you can review them from a single platform. The Security Analytics Project improved this traditional practice to, not only aggregate and correlate logs, but also to create profiling and validation with public threat intel sources. This also led to creation of alerts based on user or adversary behavior such as multiple attacks from the same IP source, multiple login failures, multiple malware infection, attempts to connect to command and control servers, to name a few. This also enabled the lnfoSec analysts to focus more on the notable incidents, rather than on learning to operate the security tools. Cybersecurity is a very complicated discipline as the adversaries use various and multiple threat vectors to compromise their target. They need to be successful just once and that is what GSIS is trying to prevent. While no system is hack proof, the same Security Analytics tool helps us in detecting these notable incidents faster as we can detect these in near real time and have set up alerts to notify us for priority incidents. The GSIS information Security Program took many years to mature and we have implemented various tools to mitigate specific cybersecurity threats. The Security Analytics tool gave us the capability to see beyond the tools and understand our threat landscape better. This helps our security analysts focus more on the actual incidents rather than guessing what is happening. The tool provides them the “needles in the haystack” immediately so immediate response can be made. This methodology ensures that we can provide information assurance to our users and stakeholders when they use our technologies.

Milestones

The Security Project enabled GSIS to:

  1. Lower possible breach detection from months to hours;
  2. Respond faster and proactively to cybersecurity incidents;
  3. Profile cybersecurity threats and deliver technology securely; and
  4. Detect cybersecurity threats (Cyber Attack Killchain and MITRE ATT&CK frameworks).

It recently won the ASEAN Social Security Association, Information Technology Recognition Award for 2019. The next step will be to automate further using Security Orchestration and Automated Response tools (SOAR). The SOAR will leverage threat intelligence platforms and minimize further the need for human responders to act on repeating incidents (Phishing mails and malware infections.)

Summary

The Library Utilization Monitoring System is a Capstone Project of BSIT students who graduated in the year 2014 and it was implemented in the campus library of ISU San Mateo so that the manual writing of daily attendance in the logbooks upon entering and leaving the library will no longer be used by its clienteles. With this, tallying of attendance of library users will be easily done by inputting only the range dates, attendance of users by course and year will be done easily for the monthly, quarterly, semi-annually and annually report of the librarian.

Background and Problem

Library Utilization in ISU San Mateo is not automated. Students must sign in the logbook. With this, Librarian encountered problems on the manual operations such as: librarian needs to logbook every book that borrowed in the library; it is a burden for the librarian to count the number of books borrowed every month just to do monthly report; additional work for the librarian to monitor the students utilizing the library resources; and it consumes too much time in searching of books if it is loaned out or in the shelves of the library. Handling many students and faculty in the library is a problem, especially to monitor the attendance every time they utilize the library. However, the faculty and students have encountered challenges in the automation of library utilization such as lack of budgets, inadequate ICT facilities, low skills levels of clienteles, lack of commitment by institutional management, and reluctance among clienteles to use ICT.

Solution and Impact

The BSIT 4th year students developed a Library Utilization Monitoring System to automate the time-in and time-out of the students in the library. However, to complete the automation in the Library, the IT faculty of the campus gathered information about the problems encountered in the manual operation of borrowing books and utilizing the library. The IT faculty came up with an idea to develop an Automated Library Utilization Services to fully automate all the transactions in the library of San Mateo campus. He developed the Automated System using Visual Basic 6.0 and MS Access 2003. After the development of the System, he pilot-tested the system for 6 months/1 semester if there are still problems to be developed. After a semester, it was fully implemented in the library in 2014. Additionally, with all the credits received by the Library of San Mateo Campus, it will now be extended to University of La Salette High School.

Milestones

Using the Enhanced Library Monitoring Utilization System and Resources Utilization System, International Standard Organization (ISO) and Commission on Higher Education Region (02) commended and gave positive aspect to the campus library, with this, key officials of the campus are planning to extend the system to the other campuses after it will be copyrighted.

Summary

The establishment of OneExpert as a unified platform for the delivery of scientific and technical services and as a dynamic database of experts and consultants is an initiative to support the Department of Science and Technology’s (DOST) mandate to provide leadership and coordination of the country’s scientific and technological efforts to benefit the people. This project, spearheaded by Engr. Rowen R. Gelonga, Regional Director of the DOST VI, started in November 2016 with the development of the online portal of S&T experts and consultants tapped by DOST, coming from its agencies, the academe, other government agencies, and the private sector.

Background and Problem

The delivery of S&T services is hindered by the following major constraints:

  • Lack of comprehensive information on available S&T experts in the country; and
  • Logistical and financial constraints in bringing experts to the countryside.

With these challenges, OneExpert aims to

  • Establish a nationwide pool of S&T experts;
  • Improve access to available DOST technology databases;
  • Develop a portal for accessing the pool of S&T experts and technology databases;
  • Encourage involvement of local scientists, researchers, and other technical people from the public and private sectors in addressing S&T problems of the country;
  • Encourage information and knowledge sharing among local scientists and researchers;
  • Enhance the use of ICT in the delivery of government programs, projects, and services; and,
  • Deploy personnel to the countryside to facilitate delivery of S&T services.

Solution and Impact

OneExpert’s central component is an online portal and associated mobile applications. The portal is an interactive web-based nationwide pool of S&T experts intended to provide technical advice and consultancy services to Filipinos anywhere they are in the Philippines. It is also designed to improve access to experts and technologies particularly by people living outside of the major urban centers where most research and technical institutions are located. In the same manner, OneExpert will likewise bring the services of any accredited expert located anywhere in the Philippines to clients that need S&T assistance. The website can be accessed through https://oneexpert.gov.ph using any desired browser. There are four types of users in the portal, namely:

  1. General public
  2. Registered users
  3. Consultants/Experts
  4. Administrators.

Administrators from the DOST Regional Offices enroll their accredited experts and consultants to the portal. The enrolled experts and consultants need to activate their account, upload their photo, and provide information regarding their specialization and expertise in profile in order to be visible and searchable in the pool of experts. Administrators are also the ones who manage consultancy engagements and provision of technical assistance in the portal. The general public that visits the portal can view basic information of all active experts, but only registered users can view the full profile of the experts, interact with them, and avail of DOST consultancy and technical services. Any visitor with a valid email address can register in the portal in order to access the full features of the portal.

Milestones

  • Establishment of a comprehensive and robust database of S&T Experts. To date, there are 710 experts enrolled in the portal.
  • Development of harmonized guidelines in the implementation of consultancy programs and technology training courses. Prior to OneExpert, the DOST Regional Offices have been implementing their consultancy programs differently in terms of scope, deliverables, procedures, etc.
  • Development of an internet portal, information systems, and mobile apps intended to improve accessibility and delivery of S&T services to MSMEs. OneExpert was able to develop, roll out, and maintain IT-based systems to significantly improve access by MSMEs and the general public to DOST services.

Summary

In line with President Rodrigo Duterte’s marching order to make Filipino lives comfortable, the Department of Transportation continued its “Malasakit” initiative by offering free train rides on MRT-3, LRT-2, and PNR and exempting from paying the Passenger Terminal Fee (PTF) on all PPA-owned and operated seaports and CAAP-owned and operated airports all over the country to all qualified students. Starting July 1, qualified students will receive free rides from the start of railway operations in the morning until afternoon starting July 1, 2019. For MRT-3, students will enjoy the free rides from 5:00 a.m. to 6:30 a.m. and 3:00 p.m. and 4:30 p.m. Free rides for students in LRT-2 will be available from 4:30 a.m. to 6:00 a.m. and 3:30 p.m. to 5:00 p.m. Philippine National Railways offer free rides for students from 5:00 a.m. to 6:00 a.m. and 3:00 p.m. to 4:00 p.m. Last August 1, 2019, the Philippine Ports Authority (PPA) will exempt all students from paying the Passenger Terminal Fee (PTF) in all PPA- owned and operated seaports all over the country. The Civil Aviation Authority of the Philippines (CAAP) started to exempt qualified students from paying airport Terminal Fees which started last August 16, 2019 in all CAAP-owned and operated airports all over the country, respectively.

Background and Problem

The program aims to establish a culture or psyche of ‘punctuality’ to students and will aid in reducing their daily costs and expenses, which could be utilized for other school needs and requirements. Furthermore, the program can also help in decongesting traffic during rush hours, as the students will be encouraged to avail the free rides within scheduled hours.

Solution and Impact

Students get priority in the “Malasakit” initiative of the DOTr as they are assured of free rides on railways while getting exemption from terminal fees at ports and airports. DOTr Secretary Arthur Tugade said the aim of the initiative is to provide students and their parents with respite from expenses in recognition of the important role of education. This follows the directive of President Rodrigo Duterte to emphasize on the education of our children which is the foundation of the growth of any nation. Student beneficiaries include those in:

  • Nursery/Kindergarten Schools
  • Elementary/Primary Schools
  • High Schools
  • Trade, Arts, Technical, Vocational Schools/Training Centers
  • Colleges and Universities (undergraduate studies and courses only)

Students in graduate schools and courses are NOT covered by the Student Free Ride Program. Enrolled students may avail of the program by applying for a Student ID/Pass at the start of every school term/year, school semester, training period that they are enrolled in through online application. To date, the total of students who availed the student free train ride is 433,268. Total transaction count (per line, per month):

  • PNR – July (19,523), August (16,459), September (17,676)
  • MRT3 – July (24,547), August (34,039), September (45,281)
  • LRT2 – July (84,136), August (83,942), September (107,665)

The total number of students who availed the student free passenger terminal fee in CAAP-owned and operated airports is 2,317. The total number of students who availed the student free passenger terminal fee in PPA-owned and operated seaports is 95,513. With education as the heart of this initiative, the immediate impact of this initiative is that the students are encouraged to establish a culture or psyche of ‘punctuality’ within themselves and will help them save more of their daily allowance and allot it instead, to other school requirements. On a long-term, this could help them in finishing their studies to help their families, in terms of financial aspect.

Milestones

The National Youth Commission (NYC) has commended the Department of Transportation for coming up with the Free Train Ride Program for Students. According to NYC Commissioner James Ventura, the laudable move is consistent with the government’s thrust in providing better access to education and other government services necessary for youth development. Lawmakers also cited the Department of Transportation’s implementation of the student train fare exemption as it serves as a financial relief to Filipino families. Quezon City Rep. Alfred Vargas and Marino party-list Rep. Carlo Gonzalez thanked DOTr Secretary Arthur Tugade for implementing the pro-people program, even before the signing into law of the proposed Student Fare Discount Act. As the implementation of the initiative continues, the DOTr is open for suggestions from the riding public as the initiative is set to be reviewed after three months to see what can be further improved.

Summary

The Citizen Participatory Audit (CPA) is:

  1. A strategy for reform founded on the premise that public accountability can prosper only with a vigilant and involved citizenry;
  2. A technique in conducting audits with citizens as members of the COA Audit Teams;
  3. A mechanism for strategic partnership and sharing of aspirations, goals, and objectives between the COA and civil society;
  4. A technique for citizen and civil society involvement in other areas of the COA’s work, as partners.

It is an innovation on the first experience to involve citizens in the public audit processes as members of the audit team. The first experience was in the year 2000, but it did not prosper. The new CPA which was launched in November 2012 as a pilot project is now institutionalized through the issuance of a COA Resolution, the provision of a regular annual budget made part of the COA’s budget included in the GAA, and the creation of the Project Management Office (under the Office of the COA Chairperson) that manages the CPA. The CPA was initiated by former COA Chairperson Maria Gracia Pulido-Tan and Commissioner Heidi L. Mendoza.

Background and Problem

While the CPA is meant to respond to the following challenges:

  • Lack of manpower resources to conduct more meaningful audits -citizen-partners are force multipliers,
  • Slower pace of acquisition of technology skills by auditors than the development of new technology – knowledge and skill sharing among auditors and civil society will facilitate capacity building,
  • Inadequate skills in the design and use of evidence gathering tools that are otherwise available with civil society organizations — knowledge and skill sharing among auditors and civil society will facilitate capacity building,
  • General mindset among citizens that their role in governance is that of a mere “spectator” and not of an active participant — participation in the public audit process and in other areas of partnership with the COA (e.g. capacity building, simplification of audit reports) makes citizen-partners more involved in governance,
  • Difficulty in compelling auditees to implement audit recommendations – civil society organizations have advocacy skills and the presence of citizen-partners in the audit teams have facilitated the implementation of audit recommendations;

It is also a means to avail of the following opportunities:

  • By including citizens as part of the public audit process, COA systems and processes are made transparent to citizen-partners leading to increased trust in the COA, and
  • The presence of citizens as members of COA audit teams opens to the public abuses of public officials in audited institutions; thus, improving accountability.

Solution and Impact

Goals/Impact:

  1. Enhanced accountability in Government
  2. Enhanced transparency of the public audit process
  3. More involved and active citizenry

Objectives/Immediate Results:

  1. More meaningful audits.
  2. Capacitated auditors and citizen-partners.
  3. Improved batting average in audit recommendations implemented.

Steps:

  1. Obtaining citizen feedback on what they want the COA to audit, what the audit objective should be, and in what areas they can help with the audit; and, bringing these as inputs to the Strategic Audit Planning activities of the COA. This is done through the CPA Dialogues.
  2. Designing the audit based on citizen feedback.
  3. Obtaining commitments from civil society organizations (CSOs) and individual citizens on their involvement in the audit, either in capacity building activities like design and development of audit data/evidence gathering tools and facilitating the conduct of training courses or being a member of the audit team.
  4. Conducting training courses to capacitate the organic COA audit teams and citizen-partners to conduct specific audits. This includes obtaining inputs from citizen-partners in firming up the audit plan, audit program, and audit tools.
  5. Partnering with CSOs and individual citizens through a Memorandum of Agreement (MOA); and deputizing / authorizing nominated CSO members or individual citizens as members of the COA audit team.
  6. Planning the audit. This involves the Audit Team composed of organic COA auditors and citizen-partners (citizen-auditors).
  7. Conducting audit field work which begins with an audit entrance conference. This involves the Audit Team composed of organic COA auditors and citizen-partners (citizen-auditors).
  8. Analyzing data and developing audit findings, conclusions, and recommendations. This involves the Audit Team composed of organic COA auditors and citizen-partners (citizen-auditors).
  9. Writing and transmitting the audit report, which begins with the audit exit conference. This involves the Audit Team composed of organic COA auditors and citizen-partners (citizen-auditors).
  10. Validating the implementation of audit recommendations. This involves the Audit Team composed of organic COA auditors and citizen-partners (citizen-auditors).

Milestones

The COA has been able to conduct performance audits on a nationwide scale, which otherwise could not have been done without the assistance of CSOs in the design and conduct of capacity building activities and with citizen-auditors. Awards:

  1. First recipient of the Bright Spots Prize for Open Government Partnership given by the Global Open Government Partnership in 2013 in London.
  2. Recipient of the 2017 Special Mention Award from the Jury from the Global Initiative for Fiscal Transparency (GIFT)

Next steps

Expansion of the coverage of the CPA: For 2020, the plan is to collaborate with the PhilGEPS and with selected state universities in the training courses of auditors and student-interns who will assist in compliance audits of open contracting in procurement.

Summary

The Commission on Filipinos Overseas’ Administrative Request Information System (ARIS) is a web-based application that provides CFO with a computerized request system on various administrative and finance services. It eliminates the use of paper during requisitions; however, the users may opt to print copies of their request forms. The ARIS is an innovation that was initiated in 2013 and is a joint project by the Administrative and Finance Division (AFD) through the technical assistance of the Management Information Systems Division (MISD).

Background and Problem

The Project was initiated in order to automate employees’ request system on various administrative and finance services. It also eliminates the use of paper during requisitions. No more printing of forms and manual submissions. As it is a web-based application, employees and their supervisors can file and approve requests anytime and anywhere.

Solution and Impact

From the traditional and longtime practice of filling up manually different forms by employees to request every administrative request, a web based/online platform was developed to automate the administrative requests of employees. The project came about when it was initiated by the Administrative and Finance Division (AFD) Director Maria Angela Galias in cooperation with the Management Information Systems Division (MISD) Director Engr. Romeo Rosas II. It was created in 2013 under the term of Secretary Imelda M. Nicolas and Undersecretary Mary Grace A. Tirona. The system was authored by the MISD team of programmers – Mr. Jordan Domanais, Mr. Gerlan Jaula, Ms. Annaliza Nebres, and Mr. Rustico Perez, Jr. under the supervision of Mr. Allen Dennis Pu Ima. The ARIS automated the CFO’s requisition processes i.e. for requisition issuance, general services, administrative and finance records, purchases of supplies, service vehicles, borrowing of equipment, emergency supply request, messengerial service, and document reproduction. It also eliminated the use of paper.

Milestones

Establishment of an online/web-based application that is available 24/7. Internally developed by CFO and was not subcontracted outside.

Summary

Ceremonial protocol is the body of rules and practices that are used in formal and official functions, which have evolved through the years. The Lecture on Protocol and Social Graces is a free on-site program conducted by the Office of Protocol (OP) upon the invitation of the client who could be from national government offices, Local Government Units (LGUs) and even corporate organizations and schools to impart knowledge on protocol and social graces consistent with accepted local and international best practices. It is an adoption of an existing practice but is regularly updated. No two presentations are the same as every single presentation is customized according to the needs of the client.

Background and Problem

The office has no record of the first time this program was done and for whom. Aside from imparting knowledge on protocol and social graces, it is also the program’s objective to harmonize protocol practices across sectors, i.e., public, private.

Solution and Impact

The program was conceptualized to address the skills gap that the clients have in hosting official functions and events and attending to high level public figures. Since every program is specially designed for the needs and expectations of the client, the Office of Protocol works closely with the client in identifying the focus areas (e.g., how to handle airport official arrivals and departures, how to prepare official meetings, choice of appropriate gifts, etc.). From this, the Office of Protocol conceptualizes a program to address each area of concern. Components included:

  • Identifying the client’s immediate objective areas of concern;
  • Preparation of the program based on the client’s needs;
  • Client’s review and approval of the draft framework of presentation;
  • Program finalization;
  • Actual presentation;
  • Interaction with the client to address other possible concerns;
  • Client feedback

Milestones

Some clients engaged by the Office of Protocol have created their own protocol units, thereby institutionalizing the training that the program has imparted.

Next Steps

Continuous skills development of Office of Protocol personnel.

Summary

The Bangko Sentral ng Pilipinas (BSP) has strengthened its feedback mechanism to better serve the general public and other external stakeholders. As part of the initiatives under the Engaged Stakeholders Theme of the BSP Strategy Map 2012-2017, the BSP Feedback Management (BSP FMS) was launched in September 2015. The FMS offers user-friendly tools that range from conventional paper-based forms to electronic tablets and kiosks, and online forms. The use of innovative feedback channels aims to enhance transparency, accountability and efficiency in BSP’s service delivery and underscores the importance of external stakeholders’ perception in enhancing the quality of BSP services.

Background and Problem

Prior to BSP FMS deployment, the following were the challenges: 1) lack of feedback mechanism and tools of most departments; 2) multiple objectives in gathering feedback; and 3) feedback tools limited to survey form with different attributes, rating scales and frequency of feedback gathering was either on a per engagement basis or other period. BSP-FMS endeavors to leverage on technology in developing a uniform and simplified feedback process flow and thus streaming processes to improve customer satisfaction and create customer-oriented culture, establish various innovative feedback tools that enable and encourage the public to provide information on their perception of the quality of specific services on their engagements, transactions, or dealings with BSP, link the feedback gathered to the continual process improvement plans of BSP departments/offices, and provide statistics and analytical reports on feedback responses that will serve as basis for top management’s planning and decision-making.

Solution and Impact

With BSP FMS, external clients may provide feedback either through paper-based or electronic methods. The available channels are as follows:

  1. A system-generated one-pager structured form to be manually filled out; this form can be automated through scanning and uploading in the system;
  2. An emoticon tablet (happy, neutral, sad) with provision for unstructured comments;
  3. A touchscreen kiosk that has front-end features: feedback can be through emoticon or structured form; and provides-a directory of floor locations of BSP departments/offices; and
  4. An online application at the Feedback Corner of the BSP Website.

It has a back-end facility for the following:

  • Dashboard for all Servicing Departments/Offices (SDOs)-With flags and real time alerts on sad emoticon/negative feedback (structured forms with rating of 1 and 2);
  • Data-entry facility to update action/s taken by the SDOs on the sad emoticon responses/negative feedback -with audit trail/logs; and
  • Statistical and analytical report generation both for SDOs and FMU

The Feedback Management Unit (FMU), as the system administrator, consolidates all feedback results from different F.MS channels and provides comprehensive and timely reports to BSP Management and SDOs. With real-time alert notifications, sad emoticon responses/negative scores are immediately acted upon by SDOs or action plans are devised to efficiently address the complaints from external clients. Facilities-related concerns such as air-conditioning units, lack of chairs at the reception areas or availability of restrooms are given timely actions by the BSP’s Facilities and Management Engineering Department. Also, verbatim comments provided by external clients triggered SDOs to reassess their existing procedures and policies to address issues and concerns.

Milestones

While the BSP FMS has yet to receive an award, the valuable inputs gathered from comments of returning clients after improvements were done, serves as a reward itself. Positive responses have been received due to timely and efficient actions taken by departments/offices stemming from negative feedback received earlier. Clients would often give words of gratitude for their comments being taken on a positive note and giving much priority to their concerns. The BSP FMS shall continue to innovate and enhance as business processes evolve.