Category: Service Quality

Agency

Philippine Science High School – Southern Mindanao Campus (PSHS-SMC)

Summary

Pakiglambigit Outreach Program is a program of the Philippine Science High School Southern Mindanao Campus (PSHS-SMC) that enhances the teachers’ pedagogy and inspires grade school pupils to reach their ultimate academic performance and cultivate their interest to study in PSHS. The program targets Grade 4, 5, and 6 students of public elementary, with a sizable portion of the student body belonging to Indigenous People (IP) groups.

This program was adopted from the “Tunong-Dunong” of the Department of Science and Technology (DOST). A unique feature of this program is that it targets students and teachers from schools with sizable indigenous population.

Background and Problem

Most of the students in the feeder schools belong to the Bagobo tribe. Other tribal groups are represented including the Aetas, Maguindanaos, Manobos, Tagabawas, Maranaos and Tausugs. Belonging to poor and marginalized communities, these students will otherwise suffer from poor education. The PSHS SMC Pakiglambigit Outreach Activity seeks to significantly improve the National Achievement Test (NAT) performance of the pupils of its feeder schools, produce at least one (1) principal qualifier in the PSHS System National Competitive Exams, and enhance the teacher-participants’ pedagogy and content knowledge through the workshops conducted.

Solution and Impact

This program supports teachers’ pedagogy in public schools to help their students achieve better results in NAT and to hone students to qualify for PSHS Scholarship. PSHS-SMC specifically targets public elementary schools with a high number of children from indigenous communities in Southern Mindanao. Sessions are conducted on the PSHS-SMC campus. Participating students and teachers who are coming from far-flung areas are ferried to and from the Campus.

The pedagogy needs of the teachers are identified through the needs assessment survey conducted during the program’s first session. The result of this needs assessment survey helps PSHS-SMC identify in-house experts who will provide coaching to the teachers in certain fields of expertise.

With a focus on Science, Math & English, two volunteer PSHS scholars are assigned per subject area as student-facilitators to the top male and female students in Grades 4, 5, and 6 of the participating schools. These student-facilitators provide reinforcements in the discussion of certain topics and provide hands-on and fun-filled activities for the pupils to better understand the lessons. Two (2) more students serve as logistics/documentation committee members.

All in all, 15 feeder schools are currently involved in this outreach activity. The Pakiglambigit Outreach program runs seven (7) months every school year.

This outreach activity has been running for more than a decade now, and in its years of implementation, a significant improvement in the National Achievement Test results was noted. In addition, the number of outreach participants who made it as principal qualifiers in the PSHS National Competitive Exam significantly increased. To date, thirteen (13) beneficiary students were eventually accepted as PSHS scholars.

Milestones

Pakiglambigit Outreach Program is among the finalists in the GBPR 2018.

Organization

Camarines Sur Polytechnic Colleges

Best Practice Focus Area/s

Leadership, Human Resource, Operations

Year Implemented

September 2012 to present

This is a GBPR entry

Summary

The college needed to align its performance metrics with its many institutional mandates. To accomplish this, the college implemented the CSPC Strategic Performance Management System (CSPC-SPMS). Adapted from the foundational SPMS, it is a four-cycle, customized, and integrative approach for managing the overall performance of an organization. It encompasses performance planning and commitment, performance monitoring and coaching, performance review and evaluation, and performance rewarding and development planning.

Background and Problem

The college needed to align its performance metrics with its many institutional mandates; this included factors such as the Philippine Development Plan (PDP), the College Strategic Plan, the Annual Investment Program (AIP), the College Performance Indicator Framework (PIF), and the Executive/Legislative Agenda. To address this issue, the college sought to utilize a Strategic Performance Management System (SPMS).

Developed by the Civil Service Commission (CSC) in 2012, The SPMS is a four-cycle, customized, and integrative approach for managing the overall performance of an organization. This encompasses performance planning and commitment, performance monitoring and coaching, performance review and evaluation, and performance rewarding and development planning. It operates on the basis that performance goals and measurements are aligned with the following:

  1. National development plans
  2. Agency mandate
  3. Vision
  4. Mission
  5. Strategic priorities
  6. Organizational performance framework

Notably, the SPMS adopts a team approach to performance management. This is where accountabilities and individual roles in achieving organizational goals are clearly defined to give way to collective goal setting and performance rating. Moreover, its implementation requires the creation of the Performance Management Team to serve as the key player in implementing the system.

One of the system’s benefits is that it can align the involvement of various offices and delineate their respective roles toward attaining an organization’s goals. It also addresses the issue of subjective evaluations by implementing strategies such as performance-based evaluations, incentives for performers, developmental plans for poor performers, and sanctions for non-performers based on objective metrics.

Solution and Impact

CSPC institutionalized its SPMS by adopting the CSC’s Policy Guidelines governing establishing and implementing the Strategic Performance Management System. Said guidelines also identified some general policies and objectives.

Particularly, the policy guidelines articulated the key players and their respective responsibilities. In their implementation, their workforce was composed of: the College President, the Performance Management Team (PMT), Institutional Planning and Development Director, Human Resource Management Officer (HRMO), heads of offices/departments, and individual employees.

For their implementation of SPMS, their activities for each of the four-stage cycles are as follows:

In their first cycle, they conduct performance planning and commitment during the last quarter before the start of the new calendar year. This is when offices and employees identify their respective targets and expected accomplishments on various levels (i.e., institutional, office/unit/departmental, and individual). Organizational targets are also aligned in the Office Performance Commitment and Review (OPCR), while employees and individual targets are indicated in the Individual Performance Commitment and Review (IPCR).

In their second cycle, they conduct quarterly performance monitoring and coaching. These are facilitated by their College Deans, Division Directors, and Unit Heads who use the Performance Monitoring and Coaching Journal. Critical incidents are recorded with the coaching and action plan schedule during this cycle. Catch-Up/Recovery Plans are prepared for those behind work targets.

In their third cycle, they conduct performance reviews and evaluations., This is when the PMT Secretariat consolidates, reviews, validates and evaluates the initial performance of the heads of departments/units and individual employees based on reported accomplishments against established success indicators.

In their last cycle, they conduct performance rewarding and development planning. During this cycle, the development/unit heads and supervisors make appropriate development interventions or strategic options available in coordination with the HRD Office. Individual employees submit their respective individual development plans to improve or correct unsatisfactory or poor performance. The result of the performance evaluation/assessment serves as input to the following stakeholders and processes:
Heads of offices, for identifying and providing the different kinds of interventions needed to be based on the developmental needs identified;
The HRD Office, for consolidating and coordinating developmental interventions that will form part of the Human Resource Development Plan and the basis for rewards and incentives;
And the PMT for identifying potential nominations for various institutional awards and incentives.

Overall, the system aligned the institution’s operations towards realizing its vision, mission, goals, and objectives, facilitated a smoother flow of operations, and ensured the timely realization of targets.

Milestones/Next Steps

Institutionalizing the system led to the achievement of the following awards and recognitions for CSPC:

  1. ISO 9001:2015 Certification transitioned from ISO 9001:2008. The PMT has become the college partner in crafting, reviewing, and implementing the Quality Objectives of each office, which has led to continuous certification and recertification.
  2. Consistent Performance-Based Bonus (PBB) Qualifier. CSPC has been awarded by the AO25 Secretariat, CHED, and the Department of Budget and Management (DBM). The PMT ensures that all these are rationally distributed to different delivery units and that targets are also achieved on the timeline set;
  3. Program to Institutionalize Meritocracy in the Government for Human Resource Management (PRIME-HRM) Level II Accreditation. CSPC was also commended by the Civil Service Commission (CSC) as PRIME-HRM Level II accredited for implementing the four pillars of human resource management. The PMT serves as the focal in the Performance Management System and ensures a link between Training and Development and Rewards and Recognition;
  4. Quality Management System (QMS) Award. The college is among the 22 government organizations recognized by the Government Quality Management Committee (GQMC) in December 2018.
  5. Red Orchid Hall of Fame Award. CSPC is a Red Orchid Hall of Fame Awardee for having a Smoke-Free Advocacy in 2015, 2017, and 2018. The Performance Management Team became a college partner in ensuring that policies on smoke-free campuses are implemented.
  6. Saringaya Award. CSPC is a Saringaya Awardee (2014, 2016) for ensuring that the College is eco-friendly. The Performance Management team included the adoption of eco-friendly practices in their targets of the delivery units/individuals.
  7. Eco-Friendly School Award. CSPC is one of the two (2) SUC recipients among the 9 SUCs in the Bicol Region given by the Environmental Management Bureau of the Department of the Environment and Natural Resources (EMB-DENR) in October 2019.
  8. AACCUP accredits 100% of its accreditable programs. The College has been very conscious of targets, and the Performance Management Team serves as its guard in determining the targets and priorities.
  9. Center of Excellence. CSPC is awarded the Center of Excellence in recognition of the quality of training, career development services, and international community-building. The PMT serves as a partner of the college in planning and developing employees’ career advancement.
  10. Conversion of CSPC to Polytechnic State University of Bicol (PSUB) through RA 11283. Coping with the Philippine Higher Education standards, CSPC was finally converted through legislation from a college to a Chartered State University. The PMT is currently helping the college comply with the indicators needed before its full transition to a university.
  11. SUC Level III Classification. CSPC is now classified as SUC Level III per Joint Circular 2016-1 of the CHED and DBM. The areas evaluated were Quality and Relevance of Instruction, Research Capability and Output, Services to the Community, and Resource Management.

Organization

Department of Education – Schools Division of Dumaguete City

Best Practice Focus Area/s

Strategy, Operations

Year Implemented

School Year 2020-2021

This is a GBPR Entry.

Summary

The DepEd Schools Division of Dumaguete City has adopted several online programs that feature flexible implementation arrangements to help address concerns with the continuity of learning during the COVID-19 crisis. Five such programs focusing on instruction and curriculum development were implemented: the research-based 2SOD (2 Subjects in One Day) Curriculum, Dumaguete Learning Resource Portal, Chada Today TV, Sugilanon sa Kahanginan, and Online/Distance Learning Modality.

Background and Problem

With the enforcement of restrictions on travel and gatherings brought about by the spread of COVID-19, the Schools Division of Dumaguete City decided to prioritize ensuring the continuity of learning, together with the active involvement of all teachers, parents, and the community. This introduced an opportunity to explore and promote the transition into more sustainable, responsive, and resilient schools, highlighting along the way the crucial role of research and innovation in the education system and the need for reinforced partnerships and cooperation between schools and stakeholders.

Solution and Impact

The DepEd Schools Division of Dumaguete City has taken several measures to address the crisis, starting with the adoption of several online programs that address the flexibility and accessibility needs of their beneficiaries. A survey conducted in June 2020 found out that around 90% of enrollees have cellphones or other gadgets with access to the internet, giving the Division a ready avenue to provide easy access to education while reducing the exposure of students, teachers, and school staff to possible infection.

The following programs, designed to contributing to the development of DepEd’s Most Essential Learning Competencies (MELCs), were implemented as part of this effort:

  1. 2SOD (2 Subjects in One Day) Curriculum is a research-based intervention that adopts a streamlined teaching schedule.
  2. Learning Resource Portal is a Division-made website used as an online repository of instructional materials from Kindergarten to Grade 12, which are made readily available to teachers to be used for instruction.
  3. Chada Today TV features lessons from Kindergarten to Grade 3, the formative years of children, which supplement the modular instruction given to said learners. Airing of these lessons started on October 12, 2020, and will run until the end of the school year.
  4. Sugilanon sa Kahanginan is a radio-based instruction program focusing on values education through stories shared on-air by selected teachers of the Division.
  5. Online/Distance Learning is provided by the Division through its official partnership with the education service platform Edmodo.

Milestones/Next Steps

At the time of writing, all five programs are ongoing at both elementary and secondary school levels. In recognition of these efforts, the Schools Division of Dumaguete City received the “Most Outstanding Division” award from DepEd Region VII.

Organization

Nueva Ecija University of Science and Technology

Best Practice Focus Area/s

Leadership, Strategy

Year Implemented

2016

This is a GBPR entry.

Summary

The Nueva Ecija University of Science and Technology (NEUST) has been suffering from many issues. Some notable ones were that their students had poor performance in licensure exams, citations from their university were almost non-existent, and their operation manuals, codes, and handbooks were outdated. To address these issues, facilities were improved, and more importantly, a Learning and Development (L&D) Office was established. This office led to many positive changes across the institution and addressed many of the aforementioned issues.

Background and Problem

Upon the assumption of Feliciana P. Jacoba to office in 2016 as president of the Nueva Ecija University of Science and Technology (NEUST), the institution was already suffering from various issues that prevented it from reaching its full potential and achieving its targets. Mainly, these issues revolved around instruction, research, and governance. This prompted her to review the university’s policies, reassess the prevailing procedures and implement new strategies.

Instruction

When it comes to issues regarding instruction, NEUST students showed low performance in licensure exams, falling either below or barely above the national passing percentage. The university also had limited avenues for developing students’ other potential, and faculty development programs were limited to supporting faculty members attending external seminars, training, and conferences. Moreover, faculty members were mostly from graduate programs in the university’s graduate school, thus proliferating academic inbreeding. The university’s library facilities and collections were also outdated, and a general lack of facilities for the delivery of instruction was also observed.

Research

In terms of the university’s issues around research, it had a weak research and extension interface. Moreover, research niche and agendas were almost non-existent because research undertakings were handled only by a few faculty members. And of the lesser research outputs which did exist, they could be attributed to academic inbreeding.

  • Only a handful of internationally published research articles and citations are almost non-existent.
  • Innovation was frail and unmotivated.
Governance

Regarding issues around governance, the university’s operation manual, codes, and handbooks have either lost their relevance, are non-existent, or not approved by the Board of Regents (BOR). Moreover, NEUST was also inundated with Notices of Suspensions and Notices of Disallowances from the Commission on Audit (COA) due to findings of inefficient fiscal management. And aside from all this, a number of unfilled faculty items were also on the verge of being taken back by the Department of Budget and Management (DBM). And overall, this culture of complacency led to low morale across the university.

  • Quality assessment is only through accreditation by the Accrediting Agency of Chartered Colleges and Universities in the Philippines, Inc. (AACUP).

Solution and Impact

Driven to improve its situation, facilities were enhanced to strengthen the triad of functions mentioned; the university modernized its library facilities, increased the number of books in its collection, implemented digitalization practices, and acquired software like Grammarly and Plagscan, which are essential to faculty and students’ research activities, and improved laboratory facilities.

However, one of the most significant improvements implemented was the creation of the Learning and Development (L&D) Office. It was designed to facilitate faculty capability building and policy formulation. And through this office, many policies were indeed implemented addressing the previously mentioned issues.

For example, a policy now allows faculty members grants for study leave with pay to encourage them to pursue higher degree programs in other universities. This was created with the goal of lessening academic inbreeding among faculty ranks.

Policies were also put in place to enhance international linkages so that the university may offer a wider range of opportunities for student development, like in-practice teaching and on-the-job training (OJT). This strategy promoted students’ excellence as evidenced in students’ increased performance in the licensure exams, students emerging as winners in national and international competitions, and the internationalization of its curricular programs—meaning that NEUST graduate programs saw a number of international students enrolled.

The office also promoted excellence in research by institutionalizing a research manual. It stipulated policies such as incentives for research endeavors and provisions for facilities that stimulate innovation. Also, it established research centers that gave the university research direction and consequently boosted the research undertakings of the university, promoted ethical research practices, and stipulated. Altogether, these resulted in a marked increase in the number of internationally published research articles in journals indexed in Clarivate Analytics, Scopus, SAGE, and SpringerLink.

Moreover, other notable developments were brought about by the office:

  1. The attainment of Level 1 accreditation from the University Research Ethics Committee by the Philippine Health Research Ethics Board (PHREB);
  2. Many innovations were born, as evidenced by the number of utility model registrations and copyrights held by the faculty members, product development technologies introduced into the community, income-generating projects established, and partnerships with LGUs/GOs/NGOs were intensified.
  3. Participatory approach to governance became a regular practice through implementing a program called “A Time with the President.” It consisted of a state of the university address, a mid-year review of annual targets, and annual planning.
  4. New offices were created to facilitate the delivery of the University’s triad of functions. Some of these offices revolved around quality assurance, international and domestic institutional linkages, a data analysis center, and many more.
  5. Intensified recruitment, hiring, and promotion of personnel
  6. Compliance with policies of oversight agencies and other national government agencies.

Because of the changes brought about by its leadership, the NEUST constituents’ morale heightened. And overall, attitudes evolved from complacency to enthusiasm, as evidenced by the plentiful memberships to various committees.

Milestones

Over time, the office has contributed to many of the institution’s successes. In no particular order, they include:

  1. Reviewed and Revised Vision-Mission Statement (2017 BOR Res. No. 12)
  2. The following offices were established: OIDIL, Quality Assurance Office, Data Analysis Center, Learning and Development Office—to handle faculty development.
  3. Generated more than 80M grant from external sources, the majority from NGAs
  4. Five topnotchers in Licensure examination from 2016 to 2019
  5. NEUST COEd students as Philippine representative to ASEAN Data Science emerging as 1st runner among ten competing countries
  6. Improved Facilities such as the construction of the following buildings: College of Agriculture building, Tissue Culture Laboratory, USG Function Hall, Agriculture Training Center, Metal Innovation Center, Onion and Garlic Research and Development Center, Science and Technology building, as well as massive renovation of old existing buildings and expansion of academic buildings
  7. State of the Art Facilities of the College of Nursing
  8. Established four Research Centers: Metal Innovation Center, Center for Environmental Research, Onion and Garlic Research and Development Center, and Center for Indigenous People’s Education.
  9. Intensified Food Research and Development Projects: Wright Blend array of products includes ground coffee, iced coffee, and other related products, buko pie production, and sugar-coated Pili Nuts, among others.
  10. Identified SUC partner of MIRDC-DOST in the establishment of a Regional-MEIC (Metal Engineering and Innovation Center) with an initial grant of more than 13M worth of equipment in the first year of implementation (2020-2021)
  11. From only 13 in 2015 with no citation earned to 135 before the end of 2019, research published in peer-reviewed international which elicited 200 citations as of 2019; 173 research papers were presented in local, regional, national, and international venues.
  12. From 9 utility models in 2015 to 28 registered patents and utility models accumulated from 2017-2019.
  13. Institutionalization of the University Research Ethics (UREC) that was granted Level 1 Accreditation Status by the Philippine Health Ethics Research Board (PHREB)
  14. Copyrighted IT program, i.e., Saint Nicholas of Tolentine Parish Information System (2017); Barangay Information System; eDocument Tracking System; Mobile App for Programming Module; etc.
  15. Online admission examination and enrollment system starting AY 2020-2021 in response to new normal
  16. BOR approved operation manuals, handbooks, and codes that embody policies and protocols of all colleges, essential departments, and units
  17. Linkages with international institutions: Lifelong College, Hongkong; Beijing Dudley Investment Consulting Company, Ltd., Beijing City, China; Vihn University, Vietnam; University Mobility in Asia and the Pacific; Daffodil University, Bangladesh; Jeonnam State University, Republic of Korea
  18. Various awards and recognitions have been received from different public and private entities, acknowledging the contribution of the NEUST to the socio-economic uplift of the people’s lives.
  19. Awards and recognitions received by the NEUST from 2016-present are as follows:
    • CSC-Certificate of Recognition- PRIME-HRM Bronze Awardee (4 categories: Learning and Development, Performance Management, Rewards and Recognition, Recruitment, Selection and Placement (2017)
    • Ten Outstanding Stakeholders of the Department of Education
    • Outstanding Blood Donors for HEI Category
    • ISO 9001:2015 Certification Status

Organization

Foreign Service Institute

Best Practice Focus Area/s

Strategy, Operations

Year Implemented

March 2020 – Present

This is a GBPR Entry

Summary

The COVID-19 pandemic propelled massive changes in education and training—moving schools, universities, and institutions towards a shift to online teaching and learning and prompting them to adapt to the “new normal.” To ensure continuity of operations while meticulously observing precautions and safety measures, the Carlos P. Romulo School of Diplomacy (CPRSD) of the Foreign Service Institute (FSI) adopted and transitioned to online learning. However, this paradigm shift revealed several challenges and difficulties, particularly in delivering content and online infrastructure. The shift became smooth and steady with the cumulative effort of FSI’s training specialists and stakeholders.

Background and Problem

FSI-CPRSD’s core function is to provide and capacitate the Foreign Service Corps through its training programs—enhancing and upgrading the competency and skills of its participants to be on par with international standards and keep abreast with the global environment in various fields. The preparation and conduct of CPRSD’s training programs were all implemented via face-to-face instruction. However, in 2020, in response to the rising confirmed cases of the COVID-19 pandemic, the President declared, through Proclamation No. 929, series of 2020, a State of Calamity throughout the Philippines for six (6) months and imposed an Enhanced Community Quarantine (ECQ) throughout Luzon beginning 16 March 2020.

Following this directive, the Department of Foreign Affairs issued Department Circular No. 08-2020 on 18 March 2020, requiring its offices to implement a work-from-home arrangement except for those rendering emergency frontline and other critical services, which shall ensure a skeletal workforce. This prompted the FSI to shift the conduct of training programs from face-to-face to online. The paradigm shift revealed several challenges and difficulties, particularly in delivering content, low technological skills, and online infrastructure.

Basic Foreign Service Staff Officers’ Course participants with FSI Officer-in-Charge (Director-General) Celeste Vinzon-Balatbat (first row, rightmost tile) for the session, “Writing Effective Memos and Letters.”

Solution and Impact

As the Institute embarked on online learning to respond to the pandemic’s challenges, the following were the summarized steps implemented in shifting to online learning:

  1. A survey determined an initial assessment of the readiness and learning needs of three sets of course participants, resource persons, and training specialists. The data was used for evidence-based decision-making and guided Learning and Development (L&D) action planning. CPRSD was able to identify the level of readiness; plan appropriate learning intervention, and adjust the teaching method, platform, material, and mode based on the data.
  2. To support the shift to online learning and plan appropriate interventions in the training programs, CPRSD procured Profiles Asia Pacific Inc. as the service provider for the L&D Programs on Online Learning and Consulting Services. Applying relevant and timely knowledge with their enhanced skills in course design and online facilitation, CPRSD was able to convert and redesign its face-to-face training programs into online learning sessions.
  3. With the FSI’s shift to online learning, CPRSD has utilized Google Workplace and Zoom as the leading platforms. For the delivery of the synchronous sessions, Google Meet (one of the tools of Google Workplace) and Zoom are being used as they both have helpful features and specifications.
  4. For the asynchronous courses, participants were given a certain duration to access the Learning Management System, finish the modules, and go through the final assessments at their own convenient time. They could also revisit the course’s content and the assessments even after completing the asynchronous online course for review and retention.
  5. Most of the readings and other instructional materials were digitized using online platforms and uploaded for file sharing and ease of access for the participants. These were sent to the participants before the scheduled sessions, allowing them to prepare for the sessions and do an advanced reading.
  6. To assist the participants and resource persons/instructors before, during, and after the training programs, CPRSD crafted the FSI Online Training Rules to serve as a guide in making their online learning an easy and successful experience.
  7. In preparation for implementing the online training programs, briefings and test calls for the participants were scheduled days ahead. The resource persons/instructors may request test calls should they need such for simulation practice. The aim was to help the participants understand the rules and expectations, increase engagement, get familiar with the platform, ready the equipment to be used, and set the mood/atmosphere of the course/training.
  8. Despite the restrictions to conducting face-to-face training and the challenges of the shift to online learning, CPRSD implemented 60 online synchronous courses, producing 1,178 course completers and 13 online asynchronous courses with 456 completers. These courses were conducted from the second to the fourth quarter of 2020.

Milestones/Next Steps

FSI’s sudden shift to online learning and adaptation to the “new normal” has been unprecedented, like the experience of any other agency or institution. But as the institute’s experience showed, shifting to online learning increased the opportunities for the FSI and its clients. In fact, because of the expansion of access, there was a dramatic increase and growth in the number of participants who could join the synchronous sessions and enroll in the asynchronous courses, surpassing the targets set for 2020. This increased accessibility, through the online modality and the platforms used, attracted interest among the DFA personnel from the Consular Offices and Foreign Service Posts. The online courses saved resources, time, and money—increasing the productivity of the personnel.

Organization

Philippine Nuclear Research Institute

Best Practice Focus Area/s

Strategy, Citizens / Customers, Operations

Year Implemented

15 April 2020

This is a GBPR Entry

Summary

A set of Business Continuity Practices practices was established and followed to ensure productivity, income, and staff performance during the COVID-19 pandemic. Because of these best practices, the laboratory could provide its regular services to customers, generate an income of Php 2,300,000.00 for 2020, and receive awards from external award-giving bodies even during the Enhanced Community Quarantine and the frustrating times of the COVID-19 pandemic. The existence of the COVID-19 risks was turned into opportunities to formulate the section’s business continuity plan that addresses the outcomes of disasters, fire, diseases, low business, etc. A return to work protocol was developed, which prescribed the guidelines to assure customers and staff of their safety in making business transactions amid the pandemic.

Background and Problem

Normal daily work activities are difficult to carry out in the office when crises such as loss of stocks, computer systems failure, fire, natural calamities, and serious staff illnesses strike an organization. This can lead to the loss of regular customers and loss of business. Since April 2020, the Philippines has been stricken by the COVID-19 pandemic. The imposition of the General Community Quarantine (GCQ) nationwide has greatly affected private and government organizations’ operations, leading to many economic and opportunity losses. Like any other organization, the Nuclear Analytical Techniques Applications Section of the Philippine Nuclear Research Institute (PNRI), an attached agency of the Department of Science and Technology, was greatly affected by the COVID-19 pandemic, mainly due to the community quarantines.

The Nuclear Analytical Techniques Applications (NATA) Section is a service laboratory unit of PNRI. As of 2019, the section has had 15 research projects in various fields: environment, food safety, analytical work, and authenticity testing. The projects the PNRI implements are only 40% of their targets—the remaining 60% are on services. The team manages at least six (6) International Atomic Energy Agency (IAEA) Technical Cooperation (TC) projects as National Project Counterparts. They have projects on isotope hydrology to ensure sustainability and enhance the availability of freshwater resources in the country. They also do Isotope ecology, wherein they apply isotope-based tracing of nutrient contamination in the environment and monitor the natural attenuation of these pollutants. The section measures characterize and apportion sources of air pollution in the country. They develop and optimize methods to authenticate food labels and detect and discourage fraudulent adulteration in foodstuff and mislabeling. Naturally occurring radionuclides in the soil in selected sites are also monitored.

The service analyses cover gross alpha-beta and radon determination in water to protect the public from undue exposure to radioactivity-emitting nuclides. Drinking water is tested before reaching the household. The section ensures that the food on the table in Filipino families is safe through gammametric analysis. This test is also used for international trade. The section also provides an elemental analysis of materials.

These operations were halted during the GCQ if not for the best practices developed to prevent more loss of business. In August 2020, the section returned to operation through a package of best practices developed by the NATA, which resulted in the productivity of the section amidst the COVID-19 pandemic. The section still generated an income of Php 2,300,000.00, and a very satisfactory rating on customer and staff satisfaction was achieved as the laboratory received awards from the National Academy of Science and Technology (NAST).

Solution and Impact

The best practices highlighted in the PNRI-NATA laboratories are:

  1. The significance of collaborations with regulators, industry players, and stakeholders,
  2. The establishment of mechanisms for translational research in NATA research to carry out the mandate effectively, and
  3. The conduct of stakeholder mapping.

These rules aimed to develop a good and safe workplace environment, staff welfare, inspiration, cooperation and trust, customer confidence and full engagement, and consistency in supplier availability and supply chains. Staff and leaders had to focus on learning and development, especially skills, to adapt to the new normal and maintain and improve the quality system. A new business continuity plan had to be formulated to provide insights from all angles to sustain productivity amid a crisis. Leadership strived to increase the value of the laboratory’s services and helped customers to maintain their business. Most notably was setting quality goals that ensure 100% accuracy of results and 100% customer and staff satisfaction.

The impact of the best practice developed was realized when the section generated an income of Php 2,300,000.00 for the government in 2020. Continuity of the services and research activities was achieved. In 2020, the PNRI was awarded best in international publications in the DOST, with 47 publications in ISI/ Scopus-listed journals. Of these 47, five (5) were from the NATA Section. New research collaborations were signed, and the NATA will offer additional shop floor services in 2021. Maintenance of the Quality Systems (ISO:9001 and ISO:17025) was achieved with no significant non-conformities found during the external quality audits.

  1. NATA laboratories were able to perform service analysis and remained productive.
  2. NATA laboratories were able to complete its statutory requirements amidst the COVID- 19 scare, such as:
    • Radioactive Materials Authorization maintained (audited 2020)
    • ISO 17025 is maintained and will be applied to the Philippine Accreditation office
    • ISO 9001 Maintained; no NCs in the External Audit (Dec 15, 2020)
    • Availability of staff with Pollution Control Officer Certification
    • Awareness of ISO 14001 (Environment) of Laboratory Manager and one staff
    • Awareness of ISO 22000 (Food Safety) of Laboratory Manager
    • Awareness of ISO 45001 (Occupational Health and Safety) of Laboratory Manager and one staff
    • Awareness of Environmental Aspect and Impact Assessment of Laboratory manager and one staff
  3. Completed the following projects in 2020: Naturally Occurring Radioactive Materials (NORMs) Project, Honey Authentication Project, Shabu Profiling Project, IAEA TC Project (PHI 5034) on Yolanda effects.
  4. Nearly completed the following projects: National Research Council of the Philippines Project (sulfur isotopes in air pollution), Surigao Air Pollution and Soil Pollution Project, Condiments Project (toyo and patis), Fukushima I-139.
  5. Able to manage ongoing projects: Maynilad Water Company, Inc. Hydrology Project, National Water Resources Board-PNRI Hydrology Project, Davao City-PNRI Hydrology Project, Nuclear Analytical Techniques in Cosmetic & Pharmaceutical Sciences, IAEA RAS 5081 (food authenticity), IAEA Isotope Hydrology, Forum for Nuclear Cooperation in Asia (FNCA) instrumental neutron activation analysis, FNCA Climate Change.
  6. Take up new projects: IAEA Wetlands Project (to cover Catanduanes, Aklan, Surigao), Boracay-Nabaoy Project funded by the Philippine Council for Industry, Energy, and Emerging Technology Research and Development. Funding agencies approve projects, and PNRI can implement new projects using the new normal platforms.
  7. All NATA contractual personnel and Job Order personnel were required to take the online course on “Corona Virus (COVID- 19) for Nursing Professionals” (one contact hour). This equipped participants with the knowledge to care for COVID-19 patients and suspects in case they have one at home and simultaneously protect themselves from the deadly virus. A 99% attendance was achieved with the Certificate of Completion from IntelliCare as proof of the conduct of the course.
  8. With the help of a psychometrician, a mental health assessment of NATA personnel (70% of the staff) was done. By taking care of the personnel’s mental health, the institution maintained a highly encouraged and inspired workforce, which is vital for employees’ peak performance.

Milestones/Next Steps

  1. Despite the pandemic, the agency was able to acquire the Certificate of Authority to Operate Chemical Laboratories from the Professional Regulation Commission.
  2. Achieved five NAST International Publication Awards; produced one Working Paper Series of the Development Academy of the Philippines Graduate School (Formulation of Vinegar Standard of the Philippines and Policy Recommendation.) Have three Presentations in the 2020 Atomic Energy Week Technical and Poster Sessions; and one best poster.
  3. NATA Substance Abuse Prevention Module was produced for all staff via slide share. This was to help the NATA unit maintain its drug-free status, which was validated through drug testing conducted by the Philippine Drug Enforcement Agency for all NATA staff in 2019.
  4. A revised Policy Recommendation for the Honey Authenticity Project was completed.

Organization

Department of Foreign Affairs

Best Practice Focus Area/s

Strategy, Operations

Year Implemented

15 May 2020

This is a GBPR Entry

Summary

Effective communication is one of the most potent weapons to keep the virus at bay and prevent a bigger crisis. Through this, the Department of Foreign Affairs (DFA) could urge employees to continue to be careful and aware of the current situation. Awareness could hamper the spread of the virus further, not only in the workplace but also in employees’ homes and communities. For offices or big organizations, what is important is that all personnel are properly informed and that no one is left behind. In the Office of Consular Affairs (OCA), AHCs are more familiar with circumstances that their respective units face daily, especially regarding operations.

Background and Problem

When the DFA released the Department Circular 11-2020 on the designation of Workplace Health Coordinator (WHC) for each office, the OCA not only immediately complied but also created a network of Workplace Health Coordinators (WHCs) in DFA Aseana and Consular Offices (COs). This was primarily to address the hurdle of the office in properly disseminating information about COVID-19 and conducting contact tracing among hundreds of personnel based in different locations.

The current network consists of the OCA WHC, eleven Alternate Workplace Health Coordinators (AHCs) in each OCA unit, and one WHC per CO. In this setup, the OCA WHC informs all personnel about COVID-19-related updates in the workplace and reminders daily through Viber. The OCA WHC asks the AHCs for the names of personnel who would like to undergo COVID-19 tests. In addition, the WHC checks the health declaration form responses daily and asks the AHC to check on their personnel who have symptoms.

The OCA welcomes hundreds of Filipinos daily to its premises to cater to their consular service needs. To fulfill its mandate, the office employs hundreds of personnel in frontline and backend operations. Apart from this, the OCA also oversees the operations of consular offices and the welfare of their personnel across the country. This entails difficulties in enforcing measures against COVID-19, most especially social distancing. People’s movement does not stop even while the pandemic persists. The OCA must respond to this by not ceasing its operations and employing safety and health protocols for its employees and clients.

Solution and Impact

Despite the challenges posed by the vast number of people coming in and out of its premises, the OCA strives its best to comply with and implement the COVID-19 Health Protocols and Guidelines as prescribed by the Inter-Agency Task Force on Emerging Infectious Diseases, Department of Health, Civil Service Commission, DFA Office of the Undersecretary for Administration, and DFA Epidemic Response Committee.

OCA upholds that it is better to err on the safe side in dealing with the virus and preventing it from spreading further. The measures the OCA currently implements are the following:

  • Placing of markers for social distancing and hand-sanitizing stations in public areas;
  • Requiring applicants and reporting employees to submit health declaration forms daily;
  • Monitoring respondents who report experiencing symptoms;
  • Immediately isolating symptomatic personnel;
  • Enforcing immediate 14-day quarantine for positive cases and close contacts;
  • Not allowing recovered cases to come to work if their quarantine period has not yet ended despite negative test results;
  • Enlisting personnel (including outsourced employees) to the regular swab testing done at DFA Main;
  • Closely coordinating with the OCA Physician for guidance; and
  • Implementing the OCA Return to Work Guidelines.

Aside from strictly following the COVID-19 Health Protocols and closely coordinating with relevant offices in the DFA for advice in handling cases, the OCA has employed AHCs per unit for a more structured communication channel. In addition, since the OCA oversees not only the main office operations at DFA Aseana but also the consular offices across the country, the OCA has included CO WHCs into its network of health coordinators.

Milestones/Next Steps

The following information is not considered remarkable results to take pride in but rather as reminders that the OCA and COs must continue to be vigilant and strive to keep the numbers at a minimum.

Since May 2020, OCA and COs have been monitoring the daily health conditions of personnel, including those who tested positive and are considered close contacts. Despite the heightened risks of infections on its premises due to the employment of hundreds of employees and working on the frontlines to cater to the people’s needs, OCA Aseana has only reported 14 positive cases, while COs have reported 25 positive cases since June 2020.

To date, the OCA’s WHC and AHCs have efficiently identified around 400 close contacts of positive cases in the OCA and 200 close contacts in COs. The close contacts were also swiftly advised on the preventive measures to protect their co-workers and their families.

Organization

Bataan General Hospital and Medical Center

Best Practice Focus Area/s

Strategy, Citizens / Customers, Operations

Year Implemented

16 April 2020

This is a GBPR Entry

Summary

The Bataan General Hospital and Medical Center have managed the outbreak in the hospital by taking appropriate measures to control the transmission of COVID-19 within and outside the hospital, such as quarantining all employees, in-patients, and watchers who were inside BGHMC at the time of recognition of the problem wherein strict quarantine house rules were implemented, risk stratification was used as a tool for cohorting the employees and also food, accommodation, and PPEs were provided for all.

Background and Problem

On 13 March 2020, the first COVID-19 patient was admitted to BGHMC, followed by another five (5) confirmed COVID-19 patients in the succeeding days. However, despite strict observance of infection control protocol, the hospital management has decided to optimize its operations due to the increased number of its health workers infected by COVID-19. Said optimization is necessary to prevent further virus transmission between and among the hospital staff and community. As of April 27, 2020, twenty medical doctors, eighteen nurses, nine nursing attendants, three respiratory therapists, two physical therapists, and three support personnel tested positive for COVID-19. The management has conducted Root Cause Analysis (RCA) to determine the reasons behind the increased healthcare worker infection based on four categories, namely: materials (PPE supplies & resources), workforce, methods (policy & management), and mother nature (environmental factors).

For the materials, the following problems were identified: scarcity and poor quality of personal protective equipment, prolonged usage of PPEs, inappropriate donning and doffing procedures, and misleading guidelines on the use of PPEs. For the workforce, the problems identified were community-acquired COVID-19 infection, traveling and commuting, other hospital-acquired COVID-19 infection, a breach in infection prevention and control protocol, and no strategic workforce and response team for COVID-19 patients. On methods, the identified problems were delayed COVID-19 test results, insufficient infrastructure/facilities for a pandemic, such as isolation rooms, and no zoning. Lastly, environmental factors causing increased healthcare worker infection are non-disclosure of patient’s travel history and exposure, non-disclosure of patient’s symptoms, uncontrolled movement of watchers and visitors, and lack of awareness on COVID-19. Another challenge came when the Bataan IATF designated BGHMC as a referral hospital for COVID-19 cases only in the province, effective on 17 April 2020.

Solution and Impact

A task group was created to optimize the BGHMC’s operations and response on COVID-19, spearheaded by the designated Responsible Official and the Incident Command Officer/Operations Officer. The task group is composed of different hospital personnel or section heads who act as the following: COVID-19 Point Person, Liaison Officer, Operation Center Data Manager, Communications / Press Release, Donning & Doffing Officer, Infection Control Officer, Surveillance Officer, Medical Management, Ancillary Management, PCR Lab Accreditation & Management, Quarantine Officer, Contact Tracing Officer & Swabbing, Rapid Test Approval, Dormitory / Hotel / Transportation, Discharge Officer Manager, Logistics Point Person–receiving, Logistics Management, Finance & Food Manager, Physical lay-out, ICT Officer and Workforce monitoring. The group regularly meets at 9:00 AM to discuss the day’s objectives, assign tasks and gather updates from each point person.

During this COVID-19 pandemic, the task group decided on six (6) objectives in crafting policies, namely:

  1. Provide quality treatment for all BGHMC employees and patients positive for COVID-19;
  2. Control transmission within BGHMC;
  3. Control transmission outside BGHMC,
  4. Operationalize a BSL 2 / PCR Laboratory;
  5. Set up BGHMC annex at capitol compound; and
  6. Ensure continuity of Residency Training Programs.

These six objectives were also the strategic functions of BGHMC personnel for July to December 2020 as far as the Individual Performance Commitment Review (IPCR) is concerned.

For the first objective, which is to provide quality treatment for all BGHMC employees and patients positive for COVID-19, BGHMC is using the guidelines given by the Philippine Society for Microbiology and Infectious Diseases in managing patients who are probable or confirmed with COVID-19. All confirmed COVID-19 employees who were admitted to the hospital were fully recovered, which is also the same as the admitted COVID-19 patients except only for the one recorded death as a severe case of COVID-19 as of 30 June 2020.

For the second and third objectives, controlling transmission within and outside BGHMC, the task group implemented a strict quarantine protocol wherein the Lead Quarantine Officer and Quarantine Point Persons were designated for every housing area occupied by the BGHMC employees.

The task group also designated donning and doffing officers who supervise the health workers every time they don and doff PPEs. The hospital is also implementing the three stages of cleaning and disinfection, which start with the air and surface disinfection machine, followed by manual cleaning and decontamination, then the UV-C disinfection procedure.

For the fourth objective, operationalizing a BSL 2/PCR Laboratory, BGHMC, in partnership with the Provincial Government of Bataan, successfully launched the 1Bataan-BGHMC PCR Laboratory, one of the DOH-accredited COVID-19 testing centers in the country last 11 June 2020, at the Provincial Health Office compound. It can accommodate and test up to 200 swab specimens daily, and the results will be released within 2-3 days. Aside from this, BGHMC was licensed by the DOH as a hospital-based laboratory that can perform independent testing for COVID-19 (SARS-CoV-2) through Rapid PCR Testing (Xpert Xpress SARS-Cov-2) last 27 May 2020.

For the fifth objective, which is to set up the BGHMC annex at the capitol compound, BGHMC successfully opened its annex ward to the public located at the Old Provincial Capitol building last 16 June 2020. This annex ward of BGHMC is just 200 meters from the main BGHMC, and its main objective is to provide a COVID-free environment for patients to minimize the risk of exposure to COVID-19 suspected and confirmed cases. It has a 50-bed capacity dedicated for Obstetrics-Gynecology (20), Pediatrics (10), Internal Medicine (10) and Surgery (10).

The last objective is the continuity of the hospital’s different accredited residency training programs, which include Anesthesiology, Family and Community Medicine, Internal Medicine, Pediatrics and Surgery. Each clinical department made several efforts to address the training needs of their respective residents, such as having a regular webinar with the consultants, etc.

Other measures implemented were repurposing or reassignment of the workforce to other areas (Physical Therapists, Dentists and Administrative staff with RN licenses), skeletal workforce or flexibility in government hours aside from job rotation, constant communication with the employees, timely grant of financial benefits, recognition of the heroism of all infected health workers, extra special care for the infected ones and also, most importantly, the enhanced infection prevention and control measures.

Milestones/Next Steps

Mass testing was also done among the high-risk population, especially those exposed to a confirmed COVID-19 patient or employee. Those who were symptomatic but not confirmed with a test were isolated and treated accordingly, while those who already had a positive PCR result were admitted in cohort. The cases in the wards were also revisited, wherein a step-down protocol was implemented for those asymptomatic with at least one negative PCR result to complete the 14-day quarantine.

The cases in the wards were also revisited, wherein a step-down protocol was implemented for those asymptomatic with at least one negative PCR result to complete the 14-day quarantine. Other measures implemented were repurposing or reassigning the workforce to other areas (Physical Therapists, Dentists, and Administrative staff with RN licenses), skeletal workforce or flexibility in government hours aside from job rotation, constant communication with the employees, timely grant of financial benefits, recognition of the heroism of all infected health workers, extra special care for the infected ones and also most importantly, the enhanced infection prevention and control measures.

For the new BGHMC Annex, admission is guided by the bed tracker system to determine vacancy prior before making referrals from different health facilities, which shall be coordinated via BGHMC Service Delivery Network (SDN) Online Referral System, which avoids overcrowding in the new facility and ensures high-priority patients can be admitted. The BGHMC SDN Online Referral System was one of 10 best practices from the public sector that received accolades at the Government Best Practice Recognition 2020.

Organization

City Government of El Salvador

Best Practice Focus Area/s

Strategy, Citizens / Customers, Operations

Year Implemented

Started mid-year of 2014, full implementation in January 2017

This is a GBPR entry

Summary

With the new El Salvador City Hall and its Business Permit and Licensing Office (BPLO), the business operators felt comfortable getting into the venue during renewal and new business applications. Refreshments and entertainment were being offered as clients waited for their permits. The operation of Business One Stop Shop made it easier for all business entities. They no longer need to go to other offices, and the waiting time for issuance of permits is a maximum of 30 minutes. Clients do not need to go to the barangay to get a clearance because it is already integrated into the process. Permits can be delivered as well if the client prefers this option. The permit has one e-signature by the city mayor and is countersigned by the Business Permit and Licensing Officer.

Background and Problem

In 2010, former President Aquino issued several memoranda to streamline the process of the Business Permit and Licensing System and the Department of the Interior and Local Government (DILG) requested several reports about its steps and documentary requirements on the business permit process. Data on the comparative growth of permits issued for renewal and new against gross sales and capitalization growth rate for five years were also requested. The City Treasurer’s Office was dismayed that a database with the information the DILG needed did not exist. Records were incomplete and not thorough, indicating poor performance in the business permit process. There is no basis when it sets a target, and the result is evaluated through an accomplishment report.

Business permit applicants assume that they are immediately permitted to operate upon payment of fees and charges, thus, overlooking compliance to other regulatory bodies such as zoning, sanitary, and building offices. Even businesses that already have permits were discovered to violate these regulations. Building operators have no setback and do not conform to the zoning ordinance, and food operators have not undergone food handlers’ class. The connectivity of one regulatory office to the others involved in permitting was not well defined. Thus, the system was amiss. Illegal operations were also prevalent since there was no business inspection. These were concerns that had to be addressed immediately.

There was no queuing system for getting a business permit, so the process was long and tedious, and documents were not specific and duplicated. The client has to go to many offices, and some regulatory offices are far from each other. Having a fixer was the accepted norm because the process was taxing and time-consuming.

Solution and Impact

In 2014, there were 275 new business permits issued and 279 were renewed. On 23-24 July, El Salvador City was invited by the Department of the Interior and Local Government to undergo the Regulatory Simplification Process (RSP for LGUs) in partnership with International Finance Corporation (IFC). The participants were the hands-on personnel assigned to their processes. Upon the diagnostic phase, it was discovered that applicants had undergone ten steps but could resolve it in only three steps, from the initial target of five steps. Streamlining started in 2015, and an inspection was conducted. There was a significant increase in the number of new permits, with a total of 418 for new applications and 473 for renewals, with a capitalization of P52M+ and gross sales P2B+. A slump was experienced in 2016 since the focal person ended her contract. She was rehired in mid-2016, and activities resumed.

The onset venue for One Stop Shop was amiss in 2017 when the incumbent mayor, Hon. Edgar Lignes assigned the 2nd floor of the Negosyo Center to be the Business One Stop Shop (BOSS), and all regulatory office personnel were co-located and came together. Finally, in October 2019, Business Permit and Licensing Office and BOSS were installed with the whole year-round function at the new city hall.

In January 2020, the new spacious office served the business operators comfortably, with refreshments and entertainment available. With the RSP mandate and JMC 2010-01, the local government unit created the Joint Inspection Team (JIT). An EBPLS program was funded to include travel, training allowances, uniform, supplies, fuel, and purchase of JIT vehicles. An inspection was conducted after evaluation of the conduct of BOSS and in preparation for the renewal for the succeeding year. The streamlined process is in place, and with continued monitoring and evaluation, it was enhanced and became compliant with JMC-DTI-DILG-DICT No. 01-2016. They implemented that new applications require four documents to be submitted, while renewal will only need two documentary requirements.

Due to the efficient and simple process of issuing business permits, there was a tremendous increase in the number of permits issued in relation to gross sales and capitalization. This also resulted in a remarkable raise in business tax and regulatory fees. The business operators were educated in setting up their business compliant with local and national regulations. The conferencing of the Joint Inspection Team and the Business One Stop Shop members led to the respectability of individual regulations, which was further understood and implemented.

Milestones/Next Steps

In 2017, 226 new permits were issued, then 408 for 2018 and 483 for 2019. Renewals for the three years were 758, 887, and 1,080, respectively. The Seal of Good Housekeeping was issued in 2011, and the Seal of Good Local Governance (SGLG) was awarded in 2015. The City Government failed to bag an SGLG award last 2016 due to a missed point, but they improved and were again awarded the SGLG every year from 2017 to 2019. During the renewal period from January to February of 2020, new and renewal issuances are 329 and 1,245. The business tax income and regulatory fees that was earned from 2014 to 2019 are as follows; Php 5,563,227.02, Php 6,730,603.54, Php 8,164,697.29, Php 9,202,075.87 Php 32,791,707.99 and Php 58,318,374.25. The Ombudsman awarded the Streamlined Business Permit and Licensing System a Blue Certification Level I in compliance with their standards. These are the fruits of labor in implementing the good practices performed and carried out.

Inspection activities were regularly conducted to ensure the quality of service. In 2019, the LGU partnered with the Department of Tourism and the Department of Environment and Natural Resources (DENR) to set up a business for tourism-related establishments and to address DENR concerns. The aim is to be the economic capital in the western part of Misamis Oriental while ensuring environmental safety. The Joint Inspection Team has learned from each other’s regulations, resulting in a concerted effort to implement such. In the past six years of learning and experiences, public safety and welfare were highlighted as the prime purpose of issuing business permits. During the renewal period from January to February of 2020, business tax income reached Php 29,117,529.34 minus the regulatory fees. The continued monitoring and evaluation of the Enhanced Business Permit and Licensing System garnered positive feedback and was regarded as “simple, efficient, and business-friendly.”

Organization

Visayas State University

Best Practice Focus Area/s

Human Resource

Year Implemented

2018-present

This is a GBPR entry

Summary

The Visayas State University is following a problematic traditional system of recruitment, selection, and placement. Two of its HR personnel attended a Competency-based HR training on 7-8 December, conducted by the Civil Service Institute of the Civil Service Commission in Quezon City. The university produced a Competency-based Human Resource Management System (CBHRMS) manual approved by the National Library. The university has also conducted an in-house Competency Based HR Workshop. From then on, vacancy announcements for faculty and administrative staff became competency-based. Based on the training, personnel committees and boards conduct interviews already using the STAR method.

Background and Problem

The main objective of the university’s Competency-Based Recruitment, Selection and Placement System is to hire the right person with the right qualifications for the position. The system hopes to hire a potential performer over an average performer. The university has been known for imposing higher qualifications, especially in hiring faculty members, because they are the ones who deliver the primary product of the university. However, by doing the usual way of assessing applicants for a position, a candidate’s capability and potential cannot be determined by focusing only on the skills and minimum qualifications. Another vital component necessary in hiring is attitude, which has been left out most of the time. Typically, the genuine attitude of an employee can be displayed only after they are already hired, and it is a burden for the organization to change it.

Therefore, assessing competencies is very important before deciding whom to hire. The combination of knowledge, skills, and attitudes should be measured to differentiate an average from superior performers. Introducing competency-based HR into the university was an enormous challenge. Most of them, particularly the HR personnel, do not know about it and do not have the expertise to initiate the change. By implementing a competency-based HR, the university qualifies for the deregulated status in Human Resource Management under the CSC PRIME-HRM Program. They need to submit to the university for assessment between 2020 and 2021. Another problem is that there are no manuals available to be used as a guide, and even the people who are supposed to implement it have no knowledge of how to operationalize it.

Solution and Impact

As a solution, the university sent two (2) VSU HR personnel to attend a Competency-based HR training last 7-8 December 2017, conducted by the Civil Service Institute of the Civil Service Commission in Quezon City. From the learnings acquired, the HR Director prepared a draft Competency-based Human Resource Management System (CBHRMS) manual using the “borrow and build” concept from other sources, specifically from the CSC Generics Competency Dictionary, where the competencies and behavioral indicators of some of the commonly used competencies are defined. The next step was to conduct an in-house Competency Based HR Workshop, wherein an HR expert from Metro Manila was invited. This was attended by supervisors, members and chairpersons of Personnel committees and Personnel Board, and Vice Presidents. The workshop included an orientation on competency-based HR. The participants also commented on the draft CBHRM manual, identifying specific competencies related to academic functions and its behavioral indicators per level. There was also role-playing among the participants on conducting interviews using the STAR method and other methods to assess applicants’ competencies. They revised the draft CBHRMS Manual for faculty and staff and subjected it to review/deliberation. Then an ad hoc committee was created to edit the manual. The Board of Regents approved the final manual. The vacancy announcements for faculty and administrative staff became competency-based. The assessment of applicants using the STAR method.

The HR Director prepared/submitted to the National Library two Operations Manual (ISBN: 978-971-592-087-2 for administrative staff and ISBN: 978-971-592-087-2 for the faculty). The CBHRMS Manual was likewise issued with ISBN: 978-971-592-086-5. The two Operations Manual are due for printing but still awaiting completion of the review by the English critic. Soft copies of the Operations Manual and the CBHRMS manual were already disseminated to the Personnel Boards and the external campuses for their use in hiring faculty and staff. The final printing of the three manuals will follow the final English editing by the English critics. As a result, since implementing competency-based recruitment in hiring faculty and staff, the complaints regarding the attitudes of new hires significantly decreased.

Milestones/Next Steps

The university even received recognitions from the Civil Service Commission: 2018 Best Competency Based Merit Selection Plan given by CSC Region 8 at Summit Hotel in October 2018 and a Bronze Award by the CSC in September 2019 at PICC, Metro Manila. The assessment and rating by personnel committees/boards shall only be done through the Human Resources Information System (HRIS). With the operationalization of the VSU HRIS, the competencies and behavior indicators are already incorporated into the system. Recently, the vacancy announcements specified in the application should be lodged online through jobs.vsu.edu.ph.

The Competency-based Recruitment, Selection, and Placement of additional faculty and staff took off right after the 4-6 July 2018 competency-based training among supervisors since they are the ones who initially assess applicants for faculty positions. The full-swing implementation was in October 2018, after the Board of Regents approved the system. The CBHRMS has been installed in the HRMIS, where applicants must lodge their applications online at jobs.vsu.edu.ph. The assessment of their competencies was immediately encoded by the panel of interviewers/assessors effective July 2020.