Final DAP Accomplishment Report For Printing

Center of Excellence on Public Sector Productivity
Program Management Office

Accomplishment Report 2016-2021
A Report by:
Development Academy of the Philippines

the focal organization for the
Asian Productivity Organization
Center of Excellence on Public Sector Productivity

DAP Building, San Miguel Avenue, Pasig City 1605
Tel: +632 8631 0921 to 30
Fax: +632 8631 2123
Email: coe_psp@dap.edu.ph
This Report is made possible by the funding of the

Philippine Government through the
General Appropriations Act of 2021.
All rights reserved.

Table of
The DAP & APO
COE-PSP Objectives
APO-PSP Framework
Program Accomplishments
Components of the COE-PSP Program
CapDev Accomplishments
InnoLab Accomplishments
Research Accomplishments
Knowledge Center Accomplishments

The Development Academy of the Philippines (DAP) is a government-owned and
controlled corporation established by virtue of Presidential Decree No. 205, s. 1973, with
the mandate to foster and support the developmental forces at work in the nation's
economy through consulting/technical assistance, training/seminars, professional
education, and policy research.
• Generate policy and action through research and strategic studies that address
development issues and emerging challenges.
• Promote excellence in leadership and organizations through training, education,

and consultancy,
• Catalyze the exchange of ideas and expertise in productivity and development in

Asia and the Pacific.
• DAP is the leading knowledge organization providing innovative, effective and

responsive solutions to the country's development challenges.
6 ACCOMPLISHMENT REPORT 2016-2021

The Asian Productivity Organization (APO) is a regional intergovernmental organization
that aims to contribute to the sustainable socio-economic development of Asia and the
Pacific by enhancing productivity. It was established in 1961 with the Philippines as one of
the founding countries.
The DAP serves as the National Productivity Organization (NPO) of the Philippines and
functions as the implementing arm of the APO in the country.
In the context of the APO, a COE is defined as an institution with a world-class level of
competency and leadership, exemplary performance, and best practices in a specific
body of knowledge or focus area which contribute to productivity. It also has the drive to
achieve and sustain the highest standards in the focus area.1
For an institution to qualify as a COE, “excellence” serves as the foremost criterion in

guiding the selection. Components of “excellence” can include but are not limited to the
following: 1
a. Demonstration of outstanding competence and tangible role as a catalyst along

with established best practices over a period of time in the focus area.
b. Recognition by domestic and international stakeholders with a track record of high
levels of expertise and excellent service execution through awards, grants, proven
deliverables of impacts, media coverage, availability of qualified and recognized
experts, etc.
c. Proven financial sustainability and ongoing financial support for its activities.
1
From The APO Center of Excellence (COE) Revised Guidelines, by the Asian Productivity Organization, 2021 ,
62nd Workshop Meeting of Heads of NPOs.
CENTERS OF EXCELLENCE 2
APO COE on Green Productivity
The 55th session of the APO GBM in Tokyo in May 2013 approved the
establishment of the APO COE on GP in the Republic of China (Taiwan).
Spearheaded by the China Productivity Center in conjunction with several
government ministries, the center supports the APO in promoting and
implementing GP-related activities and publicizes valuable examples of
GP in the Asia-Pacific region. COE on GP activities focus on four key
themes covering the three major sectors of agriculture, industry, and
services: 1) resource recycling; 2) green energy; 3) green factories; and 4)
agro-innovation.
APO COE on Public Sector Productivity
The 57th session of the APO Governing Body Meeting in Bangkok in April
2015 approved the establishment of the APO COE on Public-sector
Productivity (PSP) in the Philippines. Under the Development Academy of
the Philippines (DAP), the center supports the APO in promoting and
implementing PSP-related activities in the Asia-Pacific region. The COE
was formally launched in November 2015 with the involvement of various
stakeholders including those from the public sector. The launch
highlighted the commitment of the Philippine government to supporting
the APO COE on PSP under the auspices of the DAP.
APO COE on IT for Industry 4.0
The 59th session of the APO GBM in Tehran in April 2017 approved the
establishment the APO COE on IT for Industry 4.0 under the National
Productivity Council (NPC) in India. This COE aims at supporting industries
in APO members to become more competitive and productive in the
global digital economy. The COE also identifies methods to bridge gaps
that could hinder the adoption of Industry 4.0 tools and technology,
contributing to overall productivity improvement.
APO COE on Smart Manufacturing
During its 61st session, the APO Governing Body unanimously endorsed
the proposal of setting up a new COE on Smart Manufacturing (SM) in
the China Productivity Center (CPC). The COE on SM provides leadership
in facilitating industry upgrading among all APO members, identifying
the best smart technology and automation adoption methods, and
improving production efficiency.
2
From APO Centers of Excellence, by the Asian Productivity Organization, 2021 (https://www.apo-tokyo.org/
centers-of-excellence/)
The APO Center of Excellence on Public Sector
Productivity (COE-PSP) is a designation given to the
Philippines by the APO in 2015. The DAP houses the
COE-PSP Program Management Office (PMO), which
promotes and implements PSP-related activities in
the Asia-Pacific region, such as highlighting best
practices among APO member countries, conducting relevant productivity and
innovation-related research, developing knowledge products that promote learning
about PSP, and implementing training programs designed to help improve productivity
practices in the public sector.
Since its establishment, DAP has concentrated a large part of its work in the Philippine
public sector. Over the years, it has nurtured various flagship programs which were later
spun off as separate government bodies and institutions. In particular, DAP has a long
history of promoting public sector productivity. Below is a chronology of pioneering
initiatives of DAP on public sector productivity in the Philippines.
National Productivity Council (1970s)

Since the 1970s, the DAP Productivity & Development Center has been
carrying out various PSP undertakings. Foremost of its efforts are the
creation of the National Productivity Council, a productivity policy advisory
body, and the formation of technical productivity associations (TPAs)
engaging productivity practitioners and experts from both the private and
the public sectors.
Work Improvement Teams in the Public Sector

With the emergence of the Quality Circles (locally known as Productivity
Improvement Circles) in manufacturing industries, the DAP initiated the
adaptation of the concept in the public sector by setting up Work
Improvement Teams (WIT). These refer to small regular group activities
that engage employees from within the same unit or across functional
groupings in identifying and solving problems related to their job scope or
workplace.
Government Productivity Improvement Program

The Government Productivity Improvement Program (GPIP) was
established in September 1987 as an organized, comprehensive, and long-
term strategy for enhancing and sustaining government performance in
the delivery of essential and quality services (Admin. Order 38, 1987). The
president of the DAP served as a council member of the program. 3
3
From Administrative Order Nos. : 1 – 150, by the Office of the President of the Philippines. 1987, Malacañang
Records Office.
National Action Agenda for Productivity
In partnership with NEDA, the DAP led the National Action Agenda for
Productivity (NAAP), which aimed to raise the productivity of all economic
sectors, including the public sector, and accelerate the country’s bid
towards global competitiveness.
Philippine Quality Award for Performance Excellence in the Public Sector

The Philippine Quality Award for Performance Excellence,
institutionalized in February 2001 to help stimulate continuous
improvement and competitiveness of local companies, is the highest
level of national recognition for the exemplary organizational
performance of private and public organizations in the country. The DAP
administers the PQA for the public sector.
Government Quality Management Program

The Government Quality Management Committee was institutionalized
in 2006 with the DAP, the Department of Trade and Industry,
Department of Budget and Management, and the Office of the President
as its members. The Committee is in charge of formulating necessary
institutional structure, mechanisms and standards to implement the
Government Quality Management Program (GQMP) and facilitate the
adoption of ISO 9001:2000 Quality Management Systems by all
departments and agencies of the Executive branch, including all
government-owned and/or controlled corporations (GOCCs) and
government financial institutions (GFIs). 4
Anti-Red Tape in Government

Established in 2007, the Anti-Red Tape Authority (ARTA) aims to promote
efficiency and transparency in government transactions with the public
by requiring each agency to simplify frontline service procedures and
formulate service standards to observe in every transaction. The DAP
assisted government agencies in the reengineering of systems and
procedures and in the establishment of a Citizen’s Charter for frontline
services.
Results-based Performance Management

The Office of the President tasked the DAP with conducting a
performance assessment of line departments in 2008, to evaluate how
government agencies are able to fulfill their mandates and satisfy their
stakeholders. The following year, the DAP began to implement the
Performance Governance System (PGS), an adaptation of the Balanced
Scorecard (BSC) model, in selected government agencies. Administrative
Order No. 25 was issued in December 2011 creating an Inter-Agency Task
Force to harmonize performance management systems in government
and develop a system of incentives for government employees based on
performance. The DAP was designated as the Task Force’s Secretariat and
Resource Institution, responsible for designing and implementing the
Results-Based Performance Management System (RBPMS) adopted by
the public sector.
4
From Executive Order Nos. : 601 – 700, by the Office of the President of the Philippines. 2007, Malacañang
Records Office.
of the COE-PSP
1. Promote the advancement of the public sector productivity movement

in the Asia and Pacific region.
2. Help address common and critical issues on public sector productivity

performance besetting the APO member countries.
3. Foster cutting-edge research, facilitate training and knowledge-

sharing, and support outreach to APO member countries in raising
productivity of the public sector organizations in the region.
4. Serve as hub of a ‘web of collaborators’ (physical or virtual) on

innovation and productivity in the public sector.

The APO PSP Program Framework guides NPOs and other public sector
organizations (PSOs) in member countries in adopting coordinated approaches
to raise productivity and improve the quality of public service delivery.5
Interventions performed according to this framework are intended to result in
greater citizen satisfaction, stronger public trust, increased cost-effectiveness,
enhanced economic competitiveness, and overall better quality of life. The
framework engages key thematic areas in PSP:
Focuses on achieving Results in the creation of Focuses on the effective

service excellence by more efficient, effective use of information and
continuous incremental products and services that communication
improvement in the are readily available to technologies in the
quality of services offered governments by operations of public-sector
by public-sector influencing others in the organizations to improve
organizations accomplishment of public overall productivity
tasks
Refers to helping
government improve Means learning citizens’ Involves the quest for
regulatory quality by expectations, measuring efficiency in service
reforming regulations service performance, delivery of the public
that raise unnecessary ensuring accountability, sector
obstacles to competition, and improving the
innovation, and growth, capacity of the public
while ensuring that sector
regulations efficiently
serve important social
objectives
5
From APO Public-sector Productivity Program Framework, Edited by B. Marson, 2020, APO Manual: Public-
sector Productivity (https://www.apo-tokyo.org/publications/apo-manual-public-sector-productivity/)
of the COE-PSP Program
The COE on Public Sector Productivity has initiated, planned, prioritized and undertaken
activities in line with the intent of APO to facilitate learning and sharing of knowledge and
best practices, research to identify innovations and discover new approaches and develop
resource materials. Correspondingly, the COE on Public Sector Productivity consists of
four component pillars:
Offers a range of training and learning solutions to develop the

skills and knowledge of productivity specialists and practitioners in
the relevant methods, tools, and techniques applied in the public
sector.
Provides a venue to stimulate strategic thinking and

experimentation in creating new solutions that address critical
public sector productivity issues, under the guidance of technical
experts.
Conducts studies that provide evidence-based insights and value-

adding knowledge on emerging trends and critical issues in PSP,
towards the improvement of productivity programs and policies .
Enhances awareness of PSP through the organization and

dissemination of knowledge products on pertinent data,
information, materials, and references.

The Capability Development (CapDev) component has rigorously implemented activities
to propagate the knowledge and use of public sector productivity tools and methods in
the local and international context. Its flagship offering, the Development of Public Sector
Productivity Specialists Foundation Course, has been implemented in three batches.
Beginning in 2016, CapDev has been conducting workshops and training sessions on
performance management, productivity measurement, strategic foresight, citizen-
centered public service, and digitalization. By 2017, the DAP and APO began holding
yearly conferences to tackle emerging trends, issues, and solutions related to PSP. From
2020 to 2021, the DAP also began integrating innovation strategies and methodologies in
their PSP interventions.
CapDev Yearly Program Breakdown
2016 2017 2018 2019 2020 2021
Number of local participants trained 65 561 465 293 424

3792
Number of international participants
34 73 71 49 -
trained
19
Number of local agencies reached 10 33 54 74 581
Number of APO member economies

14 15 14 14 10 15
reached
ACCOMPLISHMENT REPORT 2016-2021 19

Designing Citizen-Centered Public Service Improvements
The Designing Citizen-Centered Public Service

Improvements (DCCPSI) course is a series of workshops and
other activities that combine citizen-centered service delivery
and lean management with the tools and methodologies of
design thinking and service design. It aims to guide
participating agencies in designing citizen-centered
streamlining solutions or service improvements.
Facilitators guide participants as they gather

information about their services and stakeholders, and
develop and test solutions. Agencies could also avail of
additional coaching and project incubation from the
DAP.
DCCPSI began in 2020 and has since produced 26

innovation projects. It has also trained 135 staff from 26
national government agencies on tools and strategies
to develop innovations that improve organizational
productivity.
Innovation
NGA Staff
Projects
Trained
Produced
Development of Public Sector Productivity

Specialists Foundation Course
The Development of Public Sector Productivity Specialists

(DPSPS) course aims to equip managers of Philippine PSOs
with the knowledge and skills in measurement, analysis,
planning, and troubleshooting to increase their respective
organizations’ productivity. It provides a foundational
understanding of productivity in the public sector that will
be useful for streamlining government processes that are
more applicable to the changing times.
Participants Trained Since its first implementation in 2016, the course has trained
113 participants from the Philippine public sector.

Individuals
Trained
APO Course on Development of Public-Sector Productivity Specialists
Aside from its efforts to develop a pool of specialists in the Philippines, the COE-PSP has
also worked closely with the APO to train public sector employees around the region. The
APO DPSPS course introduces the concepts, approaches, tools, and techniques related to
PSP, including e-government, performance management, productivity measurement,
and citizen-centered services. After the training, participants propose productivity
improvement projects to receive certification as Public Sector Productivity Specialists.
First developed in 2016, the course was first implemented in 2018. Since then, a total of
three batches have been conducted, which has trained 100 individuals.
Conference on Public-Sector
Productivity It explored the following themes:
The APO Conference on Public Sector 2017: Transforming the Public Sector in
Productivity (CPSP) aims to present the current the Age of Disruption
trends, challenges, and developments related to
public sector productivity. It was first conducted 2018: Shaping a Future-Oriented and
in 2017 to provide a platform for sharing Smart Public Sector
emerging technologies, innovations, and tools
that could potentially enhance public service 2019: Building an Agile and Innovative
delivery, and examining new areas that will Public Sector in the Age of Disruption
shape the future of the public sector and its
productivity. 2021: Ensuring Public Services in the
New Normal

The past four conferences have
been attended by a total of 4,899
policymakers and government
officials, representatives of
government enterprises, staff of
public sector organizations, and
local and international experts.
Individuals
Capacitated
APO Workshop on Measurement of Productivity in the Public Sector
The Workshop on Measurement of Productivity in

the Public Sector was organized to increase
awareness regarding PSP and the positive
developments in measuring and examining
productivity in the sector. It took place from 9 to 13
November 2015. During the workshop, 21 participants
from 15 Asian countries were equipped with PSP
measurement concepts and approaches and learned
how these could be relayed to their respective
organizations and countries.
Aside from being capacitated, the participants also used the workshop to agree on the
development of a model or framework for PSP measurement.
APO Workshop on Performance Management

for the Public Sector
The Workshop on Performance Management in the

Public Sector was conducted from 26 to 30 September
2016. The five-day training covered performance
management’s role in improving PSP, how to design and
implement performance management systems and
initiatives, and examples of success stories from the
Philippines and other countries.

A total of 23 participants from 13 APO
member countries attended the
workshop. There were also observers
from the Office of the President –
Office of the Cabinet Secretary (OP-
OCS) and the Department of Budget Participants
and Management (DBM). from 13 APO
member
countries
APO Workshop on Developing the APO Public Sector Leadership

Framework
In order to develop a framework for developing public sector leadership competencies,

the APO and the DAP conducted a workshop on 14 to 18 November 2016. The workshop
also aimed to help participants understand how leadership skills, behaviors, and
attributes are linked to PSP and achieving intended outcomes.
Led by the team of experts, 23 participants from 13 APO countries also developed and
proposed a leadership framework using their own experiences and insights gained from
the workshop.
APO Workshop on the Common Assessment

Framework for the Public Sector
The Workshop on the Common Assessment Framework

for the Public Sector was one of the earliest projects
under the COE-PSP. The five-day workshop was
conducted from 21 to 25 August 2017. It introduced the

Common Assessment Framework (CAF) as a tool to develop
a culture of excellence and promote total quality
management. Throughout the workshop, participants
learned how to use the CAF as a self-assessment tool in
public sector organizations and listened to best practices
based on the framework’s implementation in European
countries.
The workshop trained 28 officials from PSOs, local

government officials, researchers, and NPO staff who are
specialists in PSP and performance management.
APO Workshop on Public-Sector Leadership
The first APO Workshop on Public Sector Leadership was

conducted from 15 to 19 May 2017. It aimed to review the
concept of leadership in leveraging productivity for public
sector organizations. 22 participants from 15 APO-member
countries listened to lectures on organizational
performance, strategic planning, innovative leadership,
change management, strategy execution, public sector
organizations, public employees, and ethics and values. The
participants also engaged in group discussions on change
and productivity through effective leadership and held
activities on developing the leadership development plan.
Another workshop was held from 6 to 10 August 2018 to

present the Framework for Public Sector Leadership. The
framework was first developed in 2016 and was intended to
serve as a blueprint for the development and enhancement
of organizational leadership frameworks among APO
member countries. Throughout the five days, the workshop
validated the information from the APO Framework on
Public Sector Leadership and capacitated 18 delegates from
14 APO member countries to become better public sector
leaders. Individual or group exercises tackled ways to
improve existing leadership development programs and to
relay inputs for review and enhancement of the APO Public
Sector Leadership Framework.

APO Workshop on the Development of Frameworks for Foresight in
Public-Sector Organizations
As part of the efforts to introduce strategic foresight as a tool or strategy for public
sector productivity, the DAP and APO held a workshop from 3 to 7 September 2018.
Lectures tackled the introduction of tools in strategic foresight, the creation of possible
future scenarios, and how to use these to strategize and effect change in the public
sector. Group exercises also allowed the 23 participants, 17 of whom were from the
Philippines, to practice using the tools and develop strategies for assigned scenarios.
APO Training of Trainers on Performance

Management for Public-sector
Organizations
To further embed performance management in

public sector organizations in the region, the DAP
and APO ran a Training of Trainers on Performance
Management for Public Sector Organizations from
12 to 16 November 2018. The project aimed to
develop a pool of performance management
trainers in the public sector who could contribute
to improving organizational performance in the
region. The 25 participants from 13 APO member
countries were introduced to the fundamentals of
performance management in the public sector and
approaches to delivering training interventions on
the topic.

APO Training of Trainers on Productivity
Measurement for Public-sector
Organizations
The Training of Trainers on Productivity

Measurement for Public Sector Organizations
was conducted from 24 to 28 June 2019. It
aimed to produce trainers who could
promulgate productivity measurement in the
public sector and agree on the appropriate
methods by which productivity of public sector
organizations can be calculated. During the five-
day training, participants were equipped with
concepts and approaches for measuring PSP
and how these can be relayed in their respective
organizations and countries.
Half of the 28 participants were from the

Philippines, while the remaining 14 came from
12 other APO member countries.
APO Workshop on Delivering Citizen-

centered Public Service and Driving
Innovation
The Workshop on Delivering Citizen-Centered

Public Service and Driving Innovation was
conducted from 7 to 11 October 2019. The
workshop explored concepts and best practices
of good governance and digital innovation in the
public sector, characteristics of effective citizen-
centered public service delivery, and applications
of digital innovation in public service. The
workshop also presented case studies showing
how the public sector can deploy innovation for
better service delivery. These were geared
towards training delegates to become key
contributors to the innovative and citizen-centric
transformation of the public sector. The five day
workshop had 21 participants, six of whom were
from the Philippines.

APO Training of Trainers on Strategic Foresight and Scenario Planning
The Training of Trainers on Strategic Foresight and Scenario Planning was conducted last
16 to 20 September 2019. The training was attended by 23 participants and observers from
four Philippine government agencies. It aimed to develop foresight practitioners who can
lead scenario development and foresight planning in their respective organizations and
enhance their competencies to teach strategic foresight practices to others. At the end of
the training, the participants were asked to develop and submit their action plan for
conducting strategic foresight training in their respective organizations.
APO Conference on Smart Public Service

Delivery
The APO Conference on Smart Public Service

Delivery was conducted on 9 November 2020. It
presented best practices related to smart public
sector service delivery digitization and discussed the
ongoing changes in services provided by the public
sector, including their nature and scope.
A total of 266 participants joined the activity to gain

and share knowledge about disruptive technologies
and their implications for public service and
examples of smart public service delivery.
APO Training of Trainers on Government Digital Services for Public-Sector

Productivity
The APO Training of Trainers on Government Digital Services for Public Sector
Productivity was conducted from 25 to 27 November 2020. It introduced participants to
the concept of government digital services to increase the effectiveness and efficiency in
meeting public needs, and tackled how e-government systems promote quality
governance and innovation. Dr. Kim Normann Andersen and Dr. Oh Kang-Tak also shared
the implications of the public sector’s advances in digital services on social and economic
development.

By the end of their training, the 27
participants from 10 APO member
countries were able to identify
opportunities to implement digital
transformation initiatives in their respective
countries and organizations and potential
hurdles they may encounter.
Online Refresher Course on

Strategic Foresight and Scenario
Planning
The Online Refresher Sessions on Strategic

Foresight and Scenario Planning were
conducted from 22 June to 3 July 2020.
They were designed to clarify concepts and
provide tips on facilitating strategic
foresight sessions. Throughout the refresher
course, the 25 participants, along with six
observers from past recipients of APO
programs on strategic foresight, deepened
their understanding of scenario planning
principles and processes, practiced their
skills through exercises, and developed
scenario planning interventions.

CapDev
2015 Groundwork for the future COE-PSP
• APO Workshop on
Measurement of Productivity
2016
in the Public Sector
Initial development and early implementation of

regular training projects
• Expert Meeting for

Development of a Course
Manual on Developing
Productivity Specialists in
Public Sector Productivity
• APO Workshop on
Performance Management
for the Public Sector
• APO Workshop on
Developing the APO Public
Sector Leadership Framework
• Development of a Course
Manual on Developing
Productivity Specialists in
Public Sector Productivity for
APO implementation
• Development of Public Sector

Productivity Specialists
Foundation Course (Batch 1)
29
ACCOMPLISHMENT REPORT 2016-2021
2017 Standardization of capability
development offerings
• APO Workshop on Public Sector

Leadership
• APO Workshop on the Common

Assessment Framework for the
Public Sector
• International Conference on Public

Sector Productivity
• APO Workshop on Performance

Management
• Enhanced course design of the

Course on Developing Public
Sector Productivity Specialist
2018 Expansion of the range of capability
development offerings
• APO Workshop on Developing

Productivity Specialists for the
Public Sector
• Development of Public Sector

Productivity Specialists Foundation
Course (Batch 2)
• APO Workshop on Public-Sector

Leadership
• APO Workshop on the

Development of Frameworks for
Foresight in Public-sector
Organizations

• Development of Public Sector Productivity
Specialists Foundation Course (Batch 3)
• APO Training of Trainers on Performance

Management for Public-sector
Organizations
• International Conference on Public-Sector

Productivity
2019 Deepening the pool of trainers among APO

member countries
• APO Training of Trainers on Productivity

Measurement for Public-sector
Organizations
• APO Workshop on Delivering Citizen-

centered Public Service and Driving
Innovation
• International Conference on Public-sector

Productivity
• Training of Trainers on Strategic Foresight

and Scenario Planning
2020 Introduction of offerings related to public-sector

innovation
• Online Refresher Course on Strategic

Foresight and Scenario Planning
• Government Best Practice Recognition

(GBPR) 2020
• APO Conference on Smart Public Service

Delivery
31
• APO Training of Trainers on
Government Digital Services
• Government Best Practice

Recognition (GBPR) 2020 Forum on
e-Governance
• Government Best Practice

Benchmarking
2021
Increased attention to service delivery
• Designing Citizen-Centered Public

Service Improvements (DCCPSI)
Program
• APO Course on Development of

Public-Sector Productivity Specialists
(APO DPSPS)
• APO Conference on Public Sector

Productivity (APO CPSP).

The Innovation Laboratory (InnoLab) follows a model that has
proven to be effective internationally in developing new
technologies, products, solutions, or programs, sometimes in
partnership with other groups. It fosters the adoption of
experimental methods to tackle social, political, and Innovations
organizational issues, among others. Implemented
The InnoLab provides a venue to stimulate strategic thinking

and innovation, understand, experiment, and obtain first-hand
experience in applying new solutions to address critical public
sector productivity issues, under the guidance of technical
experts to be deputed by the APO. It has helped facilitate the Participants
conceptualization of over 57 innovation projects with 32 from 240
implemented and trained 555 participants from 240 agencies. Agencies
InnoLab Yearly Program Breakdown
2016 2017 2018 2019 2020 2021
Number of participants reached - 27 58 131 290 49
Number of agencies reached 2 4 35 71 92 36
Number of Innovation Projects

2 4 14 13 12 12
Conceptualized
Number of Innovation Projects

2 4 4 6 8 8
Implemented

PSP InnoLab Masterclass
A 16-hour introductory workshop designed for key officers and staff of key
government agencies, it aims to generate awareness and appreciation for the
PSP InnoLab and the Co-Creation Innovation process in improving the delivery of
government services which contribute to productivity improvement, ease of
doing business and enhance citizen satisfaction.
Capacitating 380 participants across 139 agencies since 2018, the masterclass has
progressed from an introductory course to an in depth workshop on the Co-
Creation Innovation Process. Furthermore, as a response to the COVID-19
pandemic, online delivery of the workshop was developed and implemented in
2020.
PSP InnoLab Facilitators’ Course
A five-day course designed to develop capabilities in facilitating the Co-Creation

Innovation Process, it trains potential Innovation Facilitators to apply creativity
and innovation in effectively facilitating the Co-Creation Innovation Process; and,
appreciate their roles and responsibilities in guiding innovation teams in
developing innovation projects. With the goal of creating a hub of innovators, it
has capacitated various agencies and was able to increase the pool of innovation
facilitators. Aside from internal capability building activities in the Academy, the
facilitators’ course was able to capacitate 49 individuals across 16 agencies since
its launch in 2017.
PSP InnoLab Boot Camp
A five-day workshop inspired by Design Sprint and makes use of the design
thinking approach, the boot camp aims to enhance the agency Innovation
Teams’ awareness and appreciation of the PSP InnoLab and the Co-Creation
Innovation Process, and enable them to apply the different tools and techniques
to develop innovation projects ready for implementation. Through the years, the
boot camp has designed activities for various agencies to conceptualize and
implement various innovation projects. Pre-and postworkshop activities were
introduced in 2020 to aid in coming up with more relevant and implementable
projects. Developed in 2018, the Boot Camp was able to launch 24 innovation
teams and innovation projects.

PSP InnoLab Implementation and Scale-Up Activities (Continued Assistance)
This covers three to six months, where partner agencies are coached and
assisted to enhance and finalize their project prototypes and ensure the
management’s full commitment in implementing their innovation projects. The
incubation process started as demonstration projects in 2016, which evolved to
continued assistance activities. Technical guidance spanning from prototype
testing, benchmarking, concept development to management pitching are
offered to beneficiary agencies. To date, this endeavor has implemented 29
innovation projects.

2016
Single Window Passport Application and Renewal
Upon applying and securing an appointment online, the client will only go to one win-
dow to process their application.
Agency: Department of Foreign Affairs (DFA)

Year Implemented: 2016
Employee Development Portal

Employees' online community where projects, training calendars and other events will
be posted. This will also serve as a forum for the employees.
Agency: Local Government of Quezon City (LGQC)

2017
One Stop Shop on Licensing Systems
A one-stop shop that will issue permits to operate hospitals almost instantly.
Agency: Department of Health (DOH)

Quarantine Quality Queue
An enhanced and integrated system that will cover all steps from online registration to
the actual waiting experience.
Agency: Department of Health (DOH)

Syllabus Implementation Monitoring Systems
A web based implementation and monitoring system that will help keep students on
track with their syllabi.
Agency: Tarlac Agricultural University (TAU)

Automated Faculty Evaluation System

An online platform for faculty evaluation that will ensure a more meaningful and relia-
ble feedback of the students to the faculty.
Agency: Tarlac State University (TSU)

2018
Online Appointment System V2.0
A system that will improve existing appointment systems, reducing congestion and
inconvenience in SSS branches.
Agency: Social Security System (SSS)

KwikBooks
A centralized database of DOTr projects that will be made available to stakehold-
ers. This will enable the team to monitor, evaluate and update anytime, anywhere.
Agency: Department of Transportation (DOTr)
Lab Hub
A scheme for information dissemination through various schemes like surveys and
forums built into the MMDA website.
Agency: Metropolitan Manila Development Authority (MMDA)

QuickDocs
A web based management system that will improve the document tracking system,
reduce retrieval time, and prevent document loss.
Agency: Metropolitan Manila Development Authority (MMDA)

Up-Docs
A web-based document management system that will aid them in the delivery of a
more efficient, fast, and reliable service.
Agency: City Government of Muntinlupa (CGM)

Building Permit Application

A streamlined application process that unifies the different relevant offices, allowing
for joint inspections and unified billings and assessments.
Agency: City Government of Muntinlupa (CGM)

Eye-Know
An integrated knowledge bank that will give everyone real-time information that will
keep them aware and organized at all times.
Agency: Department of Information and

Communication Technology (DICT)
ePMEC Portal
The ePMEC portal will aid the employees through a comprehensive and integrated
way of submitting reports and documentations.
Agency: Department of Information and

Communication Technology (DICT)
WikInsurance
A web and mobile app aimed to equip Filipinos with knowledge about insurance.
Agency: Insurance Commission (IC)

eASY-CCV
A cohesive system of issuance of CCV covering online systems, automated kiosks,
and payment and delivery methods.
Agency: Land Registration Authority (LRA)

AutOPD Process Automation Module

An enhanced Outpatient Department section through automated systems and rec-
ords management.
Agency: Ospital ng Palawan (OP)
CFO Online Registration

An online registration system that gives clients a fast, easy and hassle free experi-
ence in their transactions.
Agency: Commission on Filipino Overseas (CFO)

E- Restricted Area Pass Processing

An automated processing of the Restricted Area Pass that will ease congestion in the
facility.
Agency: Mactan-Cebu Int'l Airport Authority (MCIAA)

EDSP e-Scholar Portal
An online portal to monitor the needs of scholars that will help the beneficiaries to
graduate in a timely and efficient manner.
Agency: Overseas Workers Welfare Administration (OWWA)
2019
Rolling Stock Laboratory
A learning resource hub for rolling stock system engineers (rail, mechanical, electri-
cal, etc.), students, professionals and practitioners/stakeholders where they can har-
ness their skills; produce reliable rolling stocks systems and solutions; and, promote a
research culture towards strengthening the railway industry and improving the rail-
way services in the Philippines.
Agency: Light Rail Transit Authority (LRTA)

SEC-C
An end to end program for the processing of the “one-person corporation.”
Agency: Securities and Exchange Commission (SEC)
Pisay Cares
A curriculum and policy shift that will ensure the sound mental, emotional, and
physical health of students.
Agency: Philippine Science High School (PSHS)


2019
Decentralized Copy Annotation Project (DCAP)
An enhanced system of annotations that will minimize errors, accelerate processing
time, and make the service convenient and accessible to the public.
Agency: Philippine Statistics Authority (PSA)

Cooperative Assessment Information Systems

An automated platform that consolidates requirements and eases monitoring, evalua-
tion, and delivery systems, allowing for a faster, and efficient delivery of COCs.
Agency: Cooperative Development Authority (CDA)

Top Gear TESDA Ap

An online application that eases scheduling availability and execution of Competency
Assessment.
Agency: Technical Education and Skills Development Authority (TESDA)
Sana All Pag-Ibig

An online processing of consumer loans that allows for an easier and more conven-
ient transaction process.
Agency: Home Development Mutual Fund (HDMF)

Civil Services Examination Online Services

An online examination and evaluation end-to-end service offering, from inquiry to ap-
plication and releasing of results.
Agency: Civil Service Commission (CSC)
G Connect
An enhanced system for GSIS members that includes updates on remittances and
other functions that will protect the rights and privileges of members.
Agency: Government Social Insurance System (GSIS)

Easy Ad: E-Admission System

An electronic admission end-to-end process that will address long queues and waiting
time.
Agency: Camarines Norte State College (CNSC)
iPerform: USTP Teaching Effectiveness Evaluation System

An online faculty evaluation system that will account for a well-rounded, unbiased,
and comprehensive evaluation of teachers.
Agency: University of Science and Technology

of the Southern Philippines (USTP)

DIAL - DMMMSU i-Academy for Lifelong Learning
An offering of online courses that promotes an equitable education and lifelong learn-
ing opportunities.
Agency: Don Mariano Marcos Memorial State University (DMMMSU)

Let's Go: Leading Entrepreneurs to Golden Opportunities

A project that will aid students in various aspects of the business cycle like funding,
communications, saving, and networking.
Agency: Compostela Valley State College (CVSC)
2020
e-Route Document Management System
An effort to enhance the records management system, particularly in the filtering, traf-
fic, and routing of request documents.
Agency: Metropolitan Waterworks and Sewerage System

Probi Case Management Information System

An online interactive portal that aims to enhance the capabilities of probation officers
across the country.
Agency: Parole and Probations Authority

Bayani Chatbot
A chatbot that assists the members of the PVAO by helping members gain access to
the different information and benefits available to them.
Agency: Philippine Veterans Affairs Office

Patient Data Access Site
A web portal that will assist the patients in tracking the status of their confinement
from admission to billing out.
Agency: Corazon Locsin Montelibano Memorial Regional Hospital

Bangsamoro Proceedings Portal

An online portal allows stakeholders to access the manuscripts of the various proceed-
ings of BARMM.
Agency: Bangsamoro Autonomous Region in Muslim Mindanao

SPH Chatty: Personnel Chatbot and Assistant
A chatbot that assists and updates employees on HR and payroll requirements, status,
and developments.
Agency: Dr. Fernando B. Duran Sr. Memorial Hospital (Sorsogon Provincial Hospital)
Matang Lawin Project Task Force Monitoring System

An inventory tracking system aimed to expedite the accomplishments of projects, con-
tracts, and activities.

Agency: Land Bank of the Philippines Resources and Development Corporation
Road to ALLEXPERT Learning Management Program

An initiative that will provide an innovation learning space for its internal experts
through capability building, knowledge sharing, and collaboration.
Agency: Department of Science and Technology - Cordillera Administrative Region

DARe to Innovate Employee Learning and Development
A blended learning approach that aims to capacitate the learning facilitators of tools
and techniques as they navigate their way through the pandemic.
Agency: Department of Agrarian Reform Tarlac
MPASS: Mawad Payment Solutions

An integration of various payment platforms to enhance the bills delivery and collec-
tion process.
Agency: Mangaldan Water District

Level APP Career Development Platform

An employee development application in a role-playing game format that will inte-
grate the career development plan of each employee in the organization.
Agency: Komisyon sa Wikang Filipino

CDHRR Social Communication Platform
A communications plan that will integrate various online tools aiming to spread aware-
ness of the different channels of communication for the department.
Agency: Food and Drug Administration (CDHRR)
2021
Volunteer Advocacy Plan
A communications campaign employing various tools and touch points that will
spread awareness of the organization and foster a culture of volunteerism in the coun-
try.
Agency: Philippine National Volunteer Service Coordinating Agency

WOW Bipsu Communication Operating and Management System
An online library that aims to standardize research materials and references among
students, teachers, mentors, and researchers.
Agency: Biliran Provincial State University

Operation Praise
A recognition and rewards system that will motivate, develop and advance the careers
of the employees of the Apayao State College, especially non-teaching staff.
Agency: Apayao State College

LASA: Learning Accessibility for Students Acquirement
An initiative that will help instructors in the distribution and retrieval of modules to stu-
dents in various areas, especially during pandemic conditions.
Agency: Sulu State College

NMIS Client Support Portal
An online portal that will aid in the management of queries, complaints and requests.
Agency: National Meat Inspection Service

Cyber Patrol, Dial CICC
A cybercrime victim call center/portal that offers advice, information, and assistance
to cybercrime victims.
Agency: Cybercrime Investigation and Coordinating Center

eProc Procurement Management Information System
A procurement management system that aims to integrate the various procurement
activities from requisitions to auditing, monitoring, disbursements, and acquisitions.
Agency: Provincial Government of Bukidnon
Customer Service Training Program

An initiative that will integrate blended learning initiatives to help frontline service
personnel who are having a hard time coping with various demands of citizens, espe-
cially during the pandemic.
Agency: Local Government Unit of Carmen
Strategic Planning Design in the New Normal

A re-designed strategic planning activity that will ensure stakeholder participation
despite pandemic conditions.
Agency: Philippine Rice Research Institute (PhilRice)

FPA Portal
An information portal that will ensure the release of correct and relevant information
to stakeholders in a timely manner to end users, process users, and the administrative
team.
Agency: Fertilizer and Pesticide Authority (FPA)

Project Management Program
A project management system that aims to enable the city to implement accounta-
ble, transparent, participative, and efficient projects and activities.
Agency: Local Government Unit of Vigan

e-Hub4Curr
A learning management portal that aims to unify curriculum development, execution,
and monitoring across the different campuses.
Agency: Negros Oriental State University

Regulatory Compliance System
An information management system that gives way to efficient, effective and future-
ready processes for compliance and regulatory activities.
Agency: Philippine Drug Enforcement Agency (PDEA)

*Conceptualized thru DCCPSI

InnoLab
2016 Designed and implemented the co-creation

innovation process for the InnoLab Program.
2017 InnoLab Program Executed the Demo Project

Workshops to 4 agencies
2018 Conducted Technical Expert Services

(TES) on the Development of a Future
Center and Innovation Laboratory for
the COE on Public Sector Productivity
Developed and implemented the Boot

Camps to 11 agencies
Developed and implemented the

Masterclass
2019
Developed the FCIL Concept Paper
43
Conducted Enhanced Boot Camp Design to 9
Agencies
Conducted Enhanced Masterclass
Designed Continued Assistance Activities for Project

Implementation
2020 Commenced the designing of the FCIL Pilot Facility
Developed the FCIL Roadmap
Conducted Training on Facilitating Innovative and

Creative Thinking
Carried Out Benchmarking with Korea Productivity

Center and Partnership with South Korea
Conducted Observational Study Mission for the DAP

FCIL

Enhanced Bootcamp Design for
Online Execution to 12 Agencies
Enhanced Masterclass to 16 hour

Online Sessions
Executed Pre- and Post Workshop Continued

Assistance Activities
2021 Wider reach of Online Bootcamp on Innovating the

Public Sector to 12 Agencies
Masterclass on Co-Creation Innovation Process (16-

hour module)
Executed Pre- and Postworkshop as Implementation

and Scale-Up Activities
Executed Facilitators’ Course on Public Sector

Innovation
45
The Research Component initiates studies on
public sector productivity focusing on emerging
productivity trends and issues, the adaptation of
productivity and quality tools in the global VUCA
environment, and productivity measurement.
These studies are intended to guide policymakers
and decision-makers in enhancing and developing
new strategies, programs, and policies to boost
efficiency and address bottlenecks in providing
public service to the citizens.
Since its inception, the component has produced compilations of best practices on
public sector productivity in the Asia-Pacific region, factsheets on public sector data, and,
with the advent of the COVID-19 pandemic, studies on the Philippine government’s
introduction of new mechanisms and work arrangements to address the rapidly
changing environment. However, the core of its work is in productivity measurement,
developing a framework and method that draws from previous PSP measurement
studies initiated by DAP, APO, and other international organizations.
Research Yearly Program Breakdown
2017 2018 2019 2020 2021
Number of Compendium Articles on

Innovation and Productivity Initiatives for 57 43 162 40 *
the Public Sector
Number of PSP Factsheets and Datasets - - - 26 *
Number of Research Studies on

Productivity Measurement in the 1 1 1 - -
Philippine Public Sector
Number of Studies on the Effects of the

- - - 2 1
COVID-19 Pandemic on PSP
*Turned over to the Knowledge Center

Compendium on Innovation and Productivity in the
Public Sector (2016 - present)
The Compendium on Innovation and Productivity in the Public

Sector catalogs innovations and best practices that reshape the
method and manner of the delivery of public services, improve
the development of human capital, reengineer and reinvent
public sector processes, and rethink institutional structures.
These success stories drawn from the experiences of APO
member countries can then be replicated by other government
institutions to enhance trust and motivate public servants to
strive for excellence. A total of 302 government best practices,
organized according to the six thematic areas used by the COE-
PSP, have been identified in the Philippines and the rest of APO
member countries, with a total of 57 featured in the 2017
Compendium, 43 in 2018, 162 in 2019, and 40 in 2020. In 2021, the
project was turned over to the Knowledge Center.

Public Sector Productivity Factsheets (2020)
The Public Sector Productivity Factsheets summarize

relevant data and information about public sector
productivity in Asia and the Pacific region. A total of 26
factsheets and corresponding datasets were produced,
covering basic public sector data, national public sector
accounts, highlights on government competitiveness
and ease of doing business, sector-level productivity
performance, and the comparative competitiveness of
selected Asian countries.
Studies on the Effects of the COVID-19 Pandemic on Public Sector

Productivity (2020 - present)
With the emergence of COVID-19 and its warping effect on the performance of work and
the delivery of services, the Research Component redirected its efforts to identifying and
examining the resulting changes in the public sector. The following studies have
highlighted both the work arrangements that have allowed the public sector to adapt to
the new normal and the government’s overall initial response to the pandemic as a public
health crisis.
The Public Sector amidst the COVID-19 Pandemic: A Case Study

on the Adoption of Alternative Work Arrangements (2020)
This work examines the productivity of government agencies as

they adopt alternative working arrangements (AWA) such as
work-from-home (WFH), skeletal workforce, four-day
compressed workweek, and staggered working hours while
ensuring that the delivery of their public services does not falter
during the country’s fight against the COVID-19 outbreak. The
findings show that the implementation of AWA during the
community quarantine period has had positive effects on the
perceived performance and productivity of government
employees regardless of the type of arrangement. Expected
outputs were still delivered at the organizational level, although
targets may have shifted given the various community
quarantine restrictions. The adoption of AWA has reportedly
resulted in savings but there have also been additional
expenses incurred due to agencies’ efforts to ensure that their
core services continue to be delivered while still safeguarding
the health of their employees.

The study recommends maximizing the Action Plan Against COVID-19 (NAP-
use of digital technologies and COVID19), adhering to the principles of a
leveraging individual competencies, people-centered, national government-
establishing concrete performance enabled, and local government-led plan.
standards for functions and tasks that The private sector was actively involved
are done remotely, and recalibrating in providing humanitarian assistance
policies and guidelines in relation to while the government fostered strategic
human resource and performance collaboration and cooperation with the
management. global community to help facilitate the
transition to the new normal.
Work-from-Home and Productivity:

Evidence from Public Sector
Organizations (2021)
This research study presents the effects

of the adoption of the WFH arrangement
on the productivity of selected public
sector organizations in the Philippines.
The analysis shows that the
arrangement’s effect on the multifactor
productivity growth rate from 2019 to
COVID-19 Response and International 2020 of government agencies with craft
Cooperation: The Philippine Case (2020) program-level outputs was relatively
minimal or insignificant compared to
As part of the 2020 Joint Research other factors of productivity growth.
Project of the Korea Institute of Public However, the results also reveal that the
Administration, this study examines the combination of WFH with other key
Philippine government’s COVID-19 productivity factors—budget utilization
response system and its work with the rate at the program-level, ICT and staff
private sector and international partners development expenses as the
to mitigate the effects of the pandemic. percentage share of the total agency-
Although the Philippines had not yet level expenditures, and customer
successfully managed the COVID-19 satisfaction score—significantly affected
outbreak, the study shows that the the MFP change rate of the agencies
government made remarkable advances over the same period. The study argues
in its efforts to slow down transmission that the WFH arrangement is a viable
rates, which could provide a path and practical mechanism for the
towards the gradual opening up of the continuity of service delivery while
economy. It also describes the whole-of- ensuring the safety of the public sector
government approach in the country workforce.
through the policy guidance of the Inter-
Agency Task Force for the Management
of Emerging Infectious Diseases (IATF-
EID). Government agencies at both the
national and sub-national levels were
mobilized to implement the National

Research Studies on Productivity then followed in 2019 which measured
Measurement in the Philippine the productivity of the following line
agencies: Department of Agriculture
Public Sector (2017 - present)
(DA), Department of Agrarian Reform
(DAR), Department of Environment and
Projects focusing on measuring the
Natural Resources (DENR), Department
productivity of programs and
of Justice (DOJ), Department of Labor
organizations in the Philippine public
and Employment (DOLE), Department of
sector were first introduced in 2017 to
Science and Technology (DOST),
contribute to international efforts in the
Department of Trade and Industry (DTI),
field. Guided primarily by the works of
and Housing and Land Use Regulatory
Atkinson, Dunleavy, and Carrera, these
Board (HLURB).
studies measure productivity based on
historical input and output indicators,
The unit faced multiple challenges in
examine the efficiency of resource
conducting these studies, such as data
utilization affecting the delivery of public
unavailability due to limited references,
services, highlight best practices that
data inconsistency in terms of definition
boost productivity, discuss issues and
and scope, and limitations in the
problems that require policy
selection of output measures based on
interventions, and identify and analyze
available performance indicators. The
the factors affecting the productivity
lessons learned in addressing these
performance of the featured
challenges has informed the unit’s
government institutions. The unit
ongoing efforts to develop a
conducted three as yet unpublished
measurement framework adapted to the
studies from 2017 to 2019 that attempt to
specific characteristics and context of the
measure productivity at either the
Philippine public sector, with the goal of
service- or organization-level and is
institutionalizing this framework among
developing a comprehensive
government agencies by 2024.
productivity measurement framework
for the Philippine public sector
beginning in 2021.
The first attempt at productivity

measurement, implemented in 2017,
focused on key activities of the City
Government of Antipolo, Rizal, as well as
the Land Transportation Office. A more
expansive study, conducted in 2018,
discussed the productivity stories of
specific services from the following
agencies: Bureau of Internal Revenue
(BIR), Department of Foreign Affairs
(DFA), Philippine Overseas Employment
Administration (POEA), National Bureau
of Investigation (NBI), Land
Transportation Office (LTO), and Social
Security Services (SSS). Another study

Research Program
2016 Catalog of current practices that have had the most

significant impact in providing the best public service
through a Compendium.
2017 Productivity Measurement Study for the City

Government of Antipolo and the Land Transportation
Office
Compendium on Innovation and Productivity

Initiatives for the Public Sector
2018 Research on Productivity Stories in the Public Sector
Compendium on Innovation and

Productivity Initiatives for the Public Sector
2019 Measuring Productivity of Selected Philippine National

Line Agencies

Productivity Initiatives for the Public Sector
2020 The Public Sector amid the COVID-19 Pandemic:

A Case Study on the Adoption of Alternative
Work Arrangements

Productivity Initiatives in the Public Sector
COVID-19 Response and International Cooperation:

Philippine Case
Philippine Public Sector Productivity

Factsheets and Datasets
2021 Work-from-Home and Productivity: Evidence from

Public Sector Organizations
51
The Knowledge Center (KC) serves as an online
repository and library of pertinent data, information,
knowledge materials, and references on productivity.
It also accumulates, codifies, and publicly
disseminates a variety of PSP knowledge products
such as references, articles on productivity tools and
techniques, and a database on local and international
experts who could be tapped by the DAP and APO
member countries, thus widening public access to
knowledge products and enhancing the public
sector’s awareness of productivity concepts and
practices.
Knowledge Center Yearly Breakdown
2017 2018 2019 2020 2021
Number of knowledge products

169 64 129 286 123
disseminated
Number of individuals reached 911 1,735 51,081 70,437 86,545
Knowledge Products
Online Catalog (2017-present)
The Online Catalog compiles local and international

publications on productivity and innovation in the
public sector, as well as materials from different
national productivity organizations. In 2017, the first-
ever listing of productivity materials was produced
with an initial 96 entries. In 2019, an additional 100
resources were added, followed by 180 new references
in 2020. Inclusion in the catalog is based on
recommendations from the DAP’s experts,
stakeholders, and users. In 2021, the updating of
online catalog was paused for its redevelopment.
Moving forward, it will only include the existing
collection available at the focal point to function as
the library database for future users and visitors.

PSP Books (2017-present)
The COE-PSP has a collection of books on innovation, productivity,

and other related concepts that were initially housed at the DAP
Library before the pandemic. The books are now stored at the COE
Focal Point, which shall soon be launched to serve as a physical and
virtual hub for the COE-PSP. In 2017, 51 books were initially
acquired, followed by 20 more in 2018, 26 in 2019, and 53 in 2021.
Towards the end of the quarter, the COE-PSP launched the regular
posting of #PSPRecommendedReads on Facebook. It features one
book from the collection per week synthesizing its most salient
points on PSP. Overall, a total of six (6) art cards, attaining a peak of
1,026 audience reach, were produced under the initiative despite it
being introduced towards the end of the year in less than three (3)
months.
Experts Database (2017-present)
The Experts Database provides a list of productivity consultants and practitioners who
may be engaged for their subject expertise. Local and international productivity
professionals included in this database were carefully selected and classified by the DAP
and the APO. From an initial list of seven experts in 2017, an additional 75 professionals
were added to the roster in 2020.
Public Sector Productivity Factsheets (2021-present)
In 2021, the KC took over the production of PSP Factsheets from the
Research component. The four Factsheets released by KC provide a
snapshot of the Philippine public sector through the participants of
the PSP Webisodes, focusing respectively on the specific topic of
each entry in the series: knowledge management, productivity and
innovation, productivity frameworks, and futures thinking.
Feature Articles (2017-present)
The KC publishes feature articles that chronicle

recently concluded Capacity Development activities,
highlights productivity tools and concepts, promotes
successful productivity initiatives, and spotlights
accomplishments of the DAP and the COE-PSP. These
are published in the COE-PSP Website and
disseminated through its social media pages and
digest newsletters. In 2017, an initial eight feature
articles were published, followed by 35 in 2018, 12 in
2020, and 30 in 2021.

Digest Newsletter (2020-present)
The Digest Newsletter delivers relevant information

to its network of partners and stakeholders to
stimulate discussions and inspire the adoption of
new trends and practices in the government. It
features successful productivity and improvement
initiatives in the government and promotes the
content generated and activities implemented by
the COE-PSP, the DAP, and other notable sources.
Past and upcoming events related to productivity
are also highlighted to spread the message of the
PSP movement to a broader audience. This was first
launched in 2020 with an initial six issues, with 12
further issues in 2021.

Knowledge Platforms
COE-PSP Website
Serving as a hub of a web of collaborators on public

sector productivity, the KC launched the first version of
the COE-PSP Website in 2016 to provide a platform to
publicize the PMO’s programs and projects and cultivate
partnerships with like-minded individuals and
organizations. A second iteration of the Website was
launched in 2017, expanding to include a database for
local and international publications on innovation and
productivity in the public sector and materials from
different national productivity organizations. In 2020, a
new and revamped website was launched, emphasizing a
more engaging and user-friendly experience.
Kartilya Sessions
The Kartilya Sessions were a series of lectures

which brought together government agencies,
the academe, and other stakeholders to discuss
relevant issues and concerns affecting national
development and productivity. Seven sessions
with a total of 507 participants were
implemented in 2017, and another nine sessions
with 575 total participants were run in 2018.
Building on the success of the Kartilya Sessions,

the COE-PSP expanded its informative learning
online sessions through the PSP Webisodes,
launched in 2019. This series raises the awareness
of civil servants on relevant topics related to

productivity and innovation that can be applied in their public sector organizations. A
total of three sessions with 68 participants were conducted in the first year, followed by 13
sessions with 22,134 participants and 2,427 subscribers in 2020.
The KC revamped the PSP Webisode format in 2021, using the six thematic areas used by
the COE-PSP to organize the 11 new live episodes, which were attended by a total of over
15,000 participants. The topics featured for the year included ISO Quality Management
System, Productivity and Innovation, Knowledge Management, Innovative Thinking,
Productivity and Quality Frameworks, and Futures Thinking.
Social Media
The COE-PSP Facebook Page was established in 2017, with

an initial 404 followers, increasing to 1,160 followers by the
end of 2018. The KC used the platform to facilitate the
timely posting of relevant news, issues, trends, and policies
relevant to public servants. In 2020, the KC implemented
guidelines on the content to further disseminate its
knowledge products, with themes and topics relevant to
the target audience, such as current trends, emerging
issues, best practices, or notable seasonal activities. Content
also featured best practices or breakthroughs in a
particular field.
The number of Facebook followers has consistently grown

each year, hitting a mark of over 13,000 followers by the end
of 2021. New content formats such as the weekly posting of
recommended PSP-related reads and audience
engagement through crowdsourcing were also introduced.
Given the unit’s success on Facebook, the KC expanded its
social media activities to YouTube, where the COE-PSP
channel has reached over 2,500 subscribers by the end of
2021.

Knowledge Center
2016 Establishing the Center of Excellence on Public-Sector

Productivity
Development of the COE-PSP Website (Version 1)
2017 Building the Public Sector Productivity Knowledge

Center
• DAP Kartilya Sessions (7 sessions)
• Launch of the COE-PSP Facebook Page
• COE Website (Version 2)
• Developed COE-PSP logo, brand manual, and

promotional and marketing videos
• COE-PSP Exhibit for the Academy’s 44th

anniversary
57
2018 Exploring new frontier to enhance Public Sector Productivity of
the APO
• DAP Kartilya Sessions (9 sessions)
• New layout design of COE Website compliant with DICT

standards (Version 3)
2019 Expanding the digital presence of the Knowledge Center
• Public Sector Productivity Series (3 sessions)
• Completed layout design of Compendium Volume 1
• Production of COE Collaterals
• Project Spotlight Proposal
Release of various publicity materials: training posters, social

media posts
2020 Addressing to the challenges of the pandemic through Public

Sector Productivity
• Public Sector Productivity Webinar Series (13 sessions)
• COE website Version 4 (new layout, more user-friendly

features)
• Launch of monthly PSP Digest

Newsletter

• Knowledge Bank User Needs Assessment with 1,887
respondents
• Continuous COE-PSP Online Engagement Activities

Proposal
• Layout for the AWA Case Study
• Proofreading and upload of GBPR articles, compendium

entries, and InnoLab project articles.
• Design and Development of the COE Focal Point

(ongoing)
2021 Sustaining the productivity gains of digitalization of the public

sector
• Public Sector Productivity Webisodes (18 episodes)
• Purchase of books for the COE Focal Point
• Weekly posting of recommended PSP-related

reads on social media platforms
• Incorporation of crowdsourcing on Facebook through

PSP Polls
• New framework for the Knowledge Center
59

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Development Academy of the Philippines

Center of Excellence on Public Sector Productivity

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The DAP & APO

Components of the COE-PSP Program

Knowledge Center Accomplishments

• Promote excellence in leadership and organizations through training, education,

• Catalyze the exchange of ideas and expertise in productivity and development in

• DAP is the leading knowledge organization providing innovative, effective and

6 ACCOMPLISHMENT REPORT 2016-2021

For an institution to qualify as a COE, “excellence” serves as the foremost criterion in

a. Demonstration of outstanding competence and tangible role as a catalyst along

APO COE on Green Productivity

APO COE on Public Sector Productivity

APO COE on IT for Industry 4.0

APO COE on Smart Manufacturing

National Productivity Council (1970s)

Work Improvement Teams in the Public Sector

Government Productivity Improvement Program

Philippine Quality Award for Performance Excellence in the Public Sector

Government Quality Management Program

Anti-Red Tape in Government

Results-based Performance Management

1. Promote the advancement of the public sector productivity movement

2. Help address common and critical issues on public sector productivity

3. Foster cutting-edge research, facilitate training and knowledge-

4. Serve as hub of a ‘web of collaborators’ (physical or virtual) on

12 ACCOMPLISHMENT REPORT 2016-2021

Focuses on achieving Results in the creation of Focuses on the effective

Offers a range of training and learning solutions to develop the

Provides a venue to stimulate strategic thinking and

Conducts studies that provide evidence-based insights and value-

Enhances awareness of PSP through the organization and

18 ACCOMPLISHMENT REPORT 2016-2021

CapDev Yearly Program Breakdown

2016 2017 2018 2019 2020 2021

Number of local participants trained 65 561 465 293 424

Number of APO member economies

ACCOMPLISHMENT REPORT 2016-2021 19

The Designing Citizen-Centered Public Service

Facilitators guide participants as they gather

DCCPSI began in 2020 and has since produced 26

Development of Public Sector Productivity

The Development of Public Sector Productivity Specialists

20 ACCOMPLISHMENT REPORT 2016-2021

APO Course on Development of Public-Sector Productivity Specialists

ACCOMPLISHMENT REPORT 2016-2021 21

APO Workshop on Measurement of Productivity in the Public Sector

The Workshop on Measurement of Productivity in

APO Workshop on Performance Management

The Workshop on Performance Management in the

22 ACCOMPLISHMENT REPORT 2016-2021

APO Workshop on Developing the APO Public Sector Leadership

In order to develop a framework for developing public sector leadership competencies,

APO Workshop on the Common Assessment

The Workshop on the Common Assessment Framework

ACCOMPLISHMENT REPORT 2016-2021 23

The workshop trained 28 officials from PSOs, local

APO Workshop on Public-Sector Leadership

The first APO Workshop on Public Sector Leadership was