Application Number 076-023-005

Copy _____ of _____

GLOSSARY
Term Definition
Anydesk A remote desktop application that assists employees working from
home access their work computers in the office.
It allows two or more users to have access to and control a single
computer or device.
ASEAN Business An organization of technology business incubators (TBIs) that aims
Incubator Network to strengthen small and medium-sized enterprises (SME) in the
(ABINet) Association of Southeast Asian (ASEAN) region.
Benita & Catalino Yap An award-giving body which aims to honor excellence and recognize
Foundation (BCYF) innovations that demonstrate breakthrough achievements in
Innovation Awards Government Service, Tech-Voc Education, Small Medium Enterprises
(SMEs), and Agribusiness.
Community Empowerment DOST’s flagship program which aims to create empowered and resilient
through S&T communities by providing S&T interventions on different areas, such
as but not limited to, economic/enterprise development, health &
nutrition, human resource development, environmental protection and
conservation, and disaster risk reduction & management and climate
change adaptation.
Community Empowerment DOST’s flagship program which aims to create empowered and resilient
through Science and communities by providing S&T interventions on different areas, such
Technology (CEST) as but not limited to, economic/enterprise development, health &
nutrition, human resource development, environmental protection and
conservation, and disaster risk reduction & management and climate
change adaptation.
Competency Development Formulated to address the identified gaps that would support the
Program (CDP) achievement of the action plans and address strategic challenges.
Comprehensive Regional A manual of operations for DOST Regional Offices.
Operations Manual
(CROM)
Data Analytics-Ready Info A repository for digital copies of SETUP projects to be stored in
Unified System (DARIUS) the servers. Other supporting data for these SETUP projects were
then encoded by the different project coordinators from the DOST-
MIMAROPA Provincial S&T Centers to facilitate population of the
information system.
Deployment of Early Deployment of early warning technologies including Automated Rain
Warning System (DEWS) Gauge (ARG), Water-Level Monitoring Station (WLMS), Tandem –
project ARG with WLMS, and Flood Early Warning Station (FEWS) across
the region to aid in the decision-making of LGUs and mitigate the
harm brought about by natural and human-initiated disasters.
Electronic New An accounting software developed by the COA to promote correctness,
Government Accounting reliability, completeness, and timeliness in recording government
System (eNGAS) financial transactions and to generate financial reports in accordance
with the policies and procedures of the New Government Accounting
System (NGAS).
Electronic-Modified A web-based system that allows enrolled client government agencies
Disbursement System to transact with Landbank of the Philippines (LBP) electronically.
(EMDS)
Facts and Information A web-based application system that contains library/database of
Navigator for Documented documented resources like articles, reports, guidelines, manuals,
S&T Acquired Resources proposals, publications, presentations, images, and videos within
(FINDSTAR) DOST-MIMAROPA.
FASSSTER and Tanod Two surveillance and monitoring systems assisting the LGUs in
COVID Applications making science-based and data driven actions to successfully cope
with the impacts of the COVID-19.
 Term Definition
Financial Management A performance improvement system used for payment and
System (FMS) reimbursements.
Flood Early Warning Are siren-enabled sensors installed in strategic areas to assess critical
Systems (FEWS) levels of water and make alert warnings before occurrence of flood.
Freedom of Information An act that aims to mandate the disclosure of public documents.
(FOI) Act The proposed bill also outlines the exceptions for public disclosure and
the procedures for accessing public documents.
Futuristic Aviation and An incubatee of PITBI for the project on the adoption of transponder
Maritime Enterprise technology for early warning systems/Hydromet Sensors for remote
(FAME) areas (with intermittent or no telco signal) in MIMAROPA.
Grants-In-Aid (GIA) DOST’s program which aims to harness the country’s scientific and
Program technological capabilities. It is designed to contribute to productivity
improvement and quality of life of Filipinos by generating and
promoting appropriate technologies. It also aims to strengthen the
participation, technology transfer and utilization, human resources
development, information dissemination, advocacy, and linkages to
attain a sustainable economic growth and development.
Hazard Notification, An ICT-enabled Disaster Risk Reduction and Management (DRRM)
Dissemination and system used in the dissemination disaster-related updates, gathering
Awareness (HaNDA) field reports during occurrence of disasters, monitoring of data from
ASTI-developed hydromet sensors and warning/alarming of LGUs.
Stores CALABARZON Region hazard maps, vulnerability ratings
and DRRM-related information.
IMPRESSION System A system that that serves as knowledge repository and/or back-up of
files related to the projects implemented by the office.
Individual Performance A performance measurement tool that measures the performance of
Commitment and Review each personnel.
(IPCR)
Innovation, Excellence in Employees are encouraged to innovate, to be the best in what they
Leadership, Commitment, are doing, to finish the assigned tasks on time, to be honorable in
Integrity, Teamwork, everything that they do, to work well with others and to continuously
and Empowerment capacitate human resource in the performance of their functions.
(I-EXCITE) culture
Junior Level Science Scholarships for talented and deserving students in their third year of
Scholarship (JLSS) college and who are pursuing degree programs in the areas of science
Program and technology
Knowledge Management A unit co-managed by the Management Information System and the
Systems (KMS) Unit S&T Information and Promotions Units that is tasked to identify,
collect, store, secure, manage, and make available to intended users,
the knowledge and information of the organization coming from
internal and external sources.
Management Information DOST-MIMAROPA’s newly-created unit that leads the management
Systems (MIS) of hardware and software properties of the agency. Itaims to provide
assistance in the management of office ICT projects and current IT-
Infrastructure; conducts periodic preventive maintenance to the office
ICT hardware and software properties, frequent back-up procedures to
workstation data files, and often software updating and vulnerability
checking for maintained local servers.
Management Succession Established to identify and develop a corps of future leaders to ensure
Program (MSP) leadership continuity. It aims to develop a pool of management talents,
hone their leadership competencies through learning facilitations that
may include formal education, job rotation or cross posting, immersion,
mentoring and coaching and enable DOST MIMAROPA personnel to
finish higher level of education for career advancement.
 Term Definition
MIMAROPA Stars A DOST-MIMAROPA publication that compiles success stories
of assisted SETUP and CBEs highlighting how through S&T, these
assisted clients were able to make their business grow and become
successful.
National Science and A celebration to highlight the significant contributions of S&T to
Technology Week (NSTW) national development.
Network-Attached Storage A file-level (as opposed to block-level storage) computer data storage
(NAS) server connected to a computer network providing data access to a
heterogeneous group of clients.
Office Performance A performance measurement tool that measures the achievement of
Commitment and Review the entire agency.
(OPCR)
Overall Morale Value A method of identifying factors that hinder quality improvement through
Index (OMVI) Survey statistical evaluation of the morale level of employees. Determines the
System level of morale of employees and determine the readiness of the office
to implement productivity and quality improvement programs.
Palawan International The first technology business incubator in the region of MIMAROPA.
Technology Business PITBI is located inside Palawan State University, Puerto Princesa City,
Incubator (PITBI) Palawan. It aims to broaden employment and income opportunities in
the region, develop economic alternatives, enhance competitiveness
among strategic sectors in the society, and development of new
technologies and commercialization.
Philippine Quality Award A global competitiveness template that aims to encourage and engage
(PQA) Program public and private organizations and other stakeholders to strive for
and attain performance excellence. A national award program that
recognizes achievements of public and private sector organizations in
their journey towards performance excellence.
Program to A mechanism to continuously capacitate human resource in the
Institutionalize performance of their functions; recognize best practices in the various
Meritocracy and areas of human resource management; and serve as a venue for exchange
Excellence in Human and development of expertise in human resource management in the
Resource Management Philippine public service.
(PRIME-HRM)
Public Service Continuity A tool for the organization that would ensure its continued delivery
Plan (PSCP) of products and services at acceptable predefined levels following
disruptive incidents; identifies and manages the risks of the pandemic,
establishes response plans, and takes necessary actions to minimize
disruption and ensures that the workplace and clients are protected
and prepared.
Quality Management A collection of business processes focused on consistently meeting
System (QMS) customer requirements and enhancing their satisfaction. It is aligned
with an organization’s purpose and strategic direction.
Regional Development The primary institution that coordinates and sets the direction of all
Council (RDC) economic and social development efforts in the region. It also serves as
a forum where local efforts can be related and integrated with national
development initiatives.
Regional R&D Database Stores and provides analytics of Research and Development and
called Research and Innovation (RDI) data from the SUCs in the region.
Development Information
Unified System (RADIUS)
 Term Definition
Regional Standards A facility located in the compound of the PSTC in Palawan which
and Testing Laboratory caters to the testing and calibration needs of private industries, local
(RSTL) government units and the general public in the region. It accepts food
and water samples for Microbiological and Physico-Chemical tests,
and calibration and testing services for mass and volume.
S&T Nooks Or information kiosks; contain promotional materials and access links
to DOST-developed on-line platforms for helping its stakeholders like
MSMEs, on learning and gaining access to DOST knowledge products
and services, which aids the agency in promoting its S&T products in
the market.
Small Enterprise DOST’s flagship program that increases the competencies and
Technology Upgrading productivity of micro, small, and medium-scale enterprises’ (MSMEs)
Program (SETUP) and industries through acquisition of new technologies, technology
trainings, productivity consultancy, laboratory testing and analysis,
and e-commerce.
Solar Energy System (SES) A project of DOST-MIMAROPA implemented in collaboration with
Technology DOH-MIMAROPA (as funder) and was one of the finalists in the
first Benita and Catalino Yap Foundation (BCYF) Innovation Awards
under the Government Service Category.
Strategic Performance A mechanism that links employee performance with organizational
Management System performance to enhance the performance orientation of the
(SPMS) compensation system.
Strategic Planning Process Identifies and validates DOST-MIMAROPA’s core competencies and
(SPP) puts the Agency in an advantage point to a sustainable position.
SWOT analysis A strategic planning technique used to help a person or organization
identify strengths, weaknesses, opportunities, and threats related to
business competition or project planning.
Technology Needs A systematic evaluation tool in evaluating technology needs of
Assessment (TNA) possible clients.
Tracking, Retrieval, A document tracking system that allows for organized and timely
Archiving of monitoring of correspondence circulated in the office.
Communications for
Efficiency (TRACE)
Unified Laboratory An electronic database of laboratory records; implemented at the
Information Management DOST-MIMAROPA Regional Standards and Testing Laboratory
System (ULIMS) (RSTL) to maintain and ensure the integrity of test results.
Unified Reporting System Provides a facility for online data entry and submission of the
(URS) various reports required from National Government Agencies and its
Operating Units.
Preface: Organizational Profile
P.1 Organizational Description
P.1a Organizational Environment. Originally
established as the National Science and
Development Board (NSDB) on 13 June 1958,
it was reconstituted as the National Science and
Technology Authority (NSTA) on 17 March 1981
with the vision of “A competent and competitive
science and technology community with a
social conscience.” With the agency’s elevation
to full cabinet stature by virtue of Executive
Order 128 signed on 30 January 1987, the
functions and responsibilities of DOST expanded
correspondingly. Administrative Order No.
002 Series of 1989, the DOST Regional Offices
shall be the focal points for the planning and
implementation of S&T programs and projects in
the regions.
On May 17, 2003, Region IV was split into two
regions —CALABARZON and MIMAROPA—
with the issuance of Executive Order No. 103 and
eventually RA 10879. This was done as a means
“to improve the delivery of government services
to the regions, and accelerate its social and
economic development.” In October 2007, DOST-
MIMAROPA was created to aid in this effort.
P.1a(1) Product Offerings. DOST-MIMAROPA
outlines its programs and services in the following
areas: (1) S&T-based MSME/CBE Productivity;
(2) Community Empowerment and Resiliency;
(3) Enhancement of the Research, Development
and Innovation (RDI) Ecosystem and; (4) Human
Resource Development.
P.1a(2) Vision and Mission. The DOST-
MIMAROPA culture is driven by a highly
motivated professional workforce. All employees
are treated fairly and trusts one another. Each
individual actively contributes to the agency’s
success, which results to an efficient and energetic
workplace. DOST-MIMAROPA optimizes public
services proactively, with customer-driven
response and exceptional quality and reliability.
The DOST-MIMAROPA vision, mission, and
values (Fig. 1-1) are guiding principles for decision
making at all levels of the agency.
Fig. P1-1a. Mission, Vision and Values
VISION: The standard of performance excellence and well-
esteemed prime mover of science, technology, and innovation for
inclusive growth in MIMAROPA
MISSION: To plan and implement Science, Technology and
Innovation (STI) services toward inclusive regional development
VALUES: Innovativeness, Excellence, Commitment, Integrity,
Teamwork, Empowerment
P.1.a(3) Core Competencies. The following
are the core competencies to support the DOST
1
MIMAROPA’s mission and vision of providing
quality public services through:
S&T Based MSME and CBE Productivity
1. 
– involves implementation of DOST’s banner
program for MSMEs, the Small Enterprise
Technology Upgrading Program (SETUP)—a
key strategy to stimulate investments in urban
and rural areas. The program increases the
competencies and productivity of micro,
small-, and medium-scale enterprises’
(MSMEs) and industries through acquisition
of new technologies, technology trainings,
productivity consultancy, laboratory testing
and analysis, and e-commerce.
Community Empowerment and Resiliency
2. 
– aims to build progressive and empowered
communities through provision of S&T
interventions on the following components such
as but not limited to: enterprise development,
health and nutrition, environmental
protection and conservation, human resource
development, and disaster risk reduction and
management and climate change adaptation to
the disadvantaged areas in MIMAROPA.
Research, Development and Innovation
3. 
(RDI) – DOST-MIMAROPA facilitates
and monitors the R&D efforts integrates
the research, development and innovation
initiatives in the region by setting the
priorities, strengthening and co-managing the
R&D Consortia operations involving its other
member agencies and stakeholders.
Human Resource Development – as part of
4. 
increasing the pool of S&T talents, DOST-
MIMAROPA promotes and administers
various S&T scholarship programs including
S&T Undergraduate Scholarship Program
and Junior Level Science Scholarship
(JLSS) Program, among others that; aside
from this DOST-MIMAROPA offers other
complementing services like the S&T
Library Services, and programs to promote
and encourage S&T culture among the
student youth.
P.1a(4) Human Resource. As of December 31,
2019, DOST-MIMAROPA workforce totals
to ninety-eight (98) employees. It consists of
39 plantilla, 55 contracts of services (COS)
employees and 4 Job Orders (JO). Though
under the Civil Service Commission (CSC)
rules, only the plantilla, casual and government
contractual personnel are being recognized to
receive compensation and benefits and other
remuneration, as applicable. Key elements of
workforce engagement include the following:
• Workplace cooperation – Management
 committee and operational meetings involving P.1a(5) Assets. DOST-MIMAROPA manages
employees and members of the Senior and maintains its regional office. This includes
Leadership Team (SLT) is an avenue for the five (5) provincial office buildings and
discussing ideas and garnering feedbacks. associated utilities (Provincial S&T Centers/
• 
Rewards and Recognition – improved PSTC) in Occidental Mindoro, Oriental Mindoro,
workforce performance beneficial to DOST- Marinduque, Romblon and Palawan. DOST-
MIMAROPA. MIMAROPA also maintains its Regional
Fig. P1-2 Workforce Profile
Standards and Testing Laboratory (RSTL) facility
Employment Status Gender
Plantilla – 39 Male – 45
located in the compound of the PSTC in Palawan.
Casual – 0 Female – 53 It also maintains service vehicles for the Regional
Contract of Services – 55 Office and the provincial offices. The Regional
Job Order – 4 Office’s Management Information Systems
Age Bracket Civil Status (MIS) unit maintains its databases through its
61 – above – 0 Single – 64 server room, and the local area network providing
51 – 60 yrs old – 8 Married – 33
computer with internet access on a one-is-to-one
46 – 50 yrs old – 4 Annulled – 0
41 – 45 yrs old – 2 Separated – 0
employee-computer ratio for each section.
36 – 40 yrs old – 12 Widowed – 1 P.1a(6) Regulatory Requirements. DOST-
31 – 35 yrs old – 16
MIMAROPA ensures that all regulatory and
30 yrs – below – 56
Eligibility
statutory requirements stipulated by the state are
CESO – 1 CSEE – 1
complied. Processes are in place to keep abreast
CS Pro – 53 CS Sub Pro – 1 to, comply with the required laws, regulations
Other Pro – 1 Other Sub Pro – 5 and standards established by key regulatory
None – 38 organizations (see Fig. P1-3).

Fig. P1-3 Statutory and Regulatory Requirements

Functions Regulatory Requirements Compliance Responsible Office /
Departments
Financial Philippine Public Sector Accounting Standards, Government COA Auditing/ Internal Audit/ Finance & Administrative
Accounting & Auditing Policies, Rules and Regulations, Surveillance Audit by the Division
Internal Revenue Code of the Philippines, DBM Guidelines Certifying Body/ Internal Technical Services
, Strategic Performance Management System using Quality Audit Division
OPCR and IPCR, ISO 9001:2015 Standards, Government
Procurement Reform Act (RA 9184)
Good CSC Rules & Regulations, Code of Conduct and Ethical COA Auditing/ Internal Audit/ Office of the
Governance Standards for Public Officials & Employees (RA6713), Surveillance Audit by the Regional Director
RA 9184, Anti-Red Tape Act (RA 9485), Ease of Doing Certifying Body/ Internal Finance & Admin
Business (RA 11032), Government Accounting & Auditing Quality Audit Division
Policies, Rules & Regulations, Internal Revenue Code of Technical Services
the Philippines, DBM Guidelines, ISO 9001:2015 Standards, Division
Strategic Performance Management System using OPCR
Employment CSC Rules & Regulations Governing the Recruitment & COA Auditing/ Internal Audit/ Finance & Administrative
Hiring of Employees, CSC Rules & Regulations Governing Surveillance Audit by the Division
the Exercise of the Right of the Government Employees to Certifying Body/ Internal
Organize, RA 6713, Revised Rules on Administrative Cases Quality Audit
in the Civil Service, GSIS Guidelines, PhilHealth, HDMF,
Internal Revenue Code, ISO 9001:2015 Standards, Strategic
Performance Management System using OPCR/IPCR, DBM
guidelines Government Accounting and Auditing Policies,
Rules and Regulations
Public ISO 9001:2015 Standards, RA 6713, National Archives of the Inventory and appraisal by Office of the Regional
Records Philippines Act (RA 9470), Executive Order on Freedom of your Records Management Director
Information (FOI) Office /Surveillance Audit by Finance & Administrative
the Certifying Body/ Internal Division
Quality Audit/ COA Auditing Technical Services
Division
Risk Disaster Risk Reduction and Management, Occupational Inspection/Drills/Audit/Public Technical Services
Management Health and Safety Standards Fire Safety Standards, ISO Service Continuity Plan Division
and Safety 9001:2015 Standards, Strategic Performance Management Risk Management
System using OPCR, Building Code Committee
Emergency
Response Team
ICT Computer Software Licenses, ISSP Inventory / audit Technical Services
Division
MIS Unit
QMS ISO 9001:2015 or Government Quality Management System Surveillance Audit by the Technical Services
Certification Standard (GQMSS) by virtue of Issuance of EO 605 by the Certifying Body/ Internal Division
Requirements Office of the President Quality Audit

DOST-MIMAROPA also operates in compliance The Regional Standards and Testing Laboratory
with ISO 9001:2015 quality management systems. (RSTL) is accredited with ISO 17025:2017.

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P.1b Organizational Relationships Technical and Financial Services, the Technical
P.1b(1) Organizational Structure. The SLT of Services Supervisor/Planning Officer; and the
DOST-MIMAROPA is composed of the Regional Provincial Science and Technology Directors for its
Director, the Assistant Regional Directors for field office operations and offices (see Fig. P1-4).
Fig. P1-4 Organizational Structure

Black ink - Permanent Office of the Regional Director

Red in - COS / JO Regional Director
Supervising SRS
Planning Officer Science Research Specialist II

Admin Assistant III

Technical Services Division Finance and

Assistant Regional Director Administrative Division
Assistant Regional Director

Supervising SRS Senior SRS PSTC-Occidental Mindoro PSTC-Oriental Mindoro Accounting

Provincial Science & Technology Director Provincial Science & Technology Director Accountant III
Science Research Specialist II Science Research Specialist II Computer Operator II
Techno Acquisition & Science Research Specialist II Science Research Specialist II Clerk III
Upgrading Communication Equipment Operator III Telegram Carrier
Science Research Specialist II Project Assistant II Project Assistant II Budget
Science Research Specialist I Project Assistant I Project Assistant I Administrative Officer V
Science Research Analyst Project Assistant I Science Aide Clerk IV
Project Assistant II Clerk I Administrative Aide II
Project Assistant II Clerk I
Cashier
Project Assistant I Administrative Officer V
Project Assistant I PSTC-Marinduque PSTC-Romblon
Provincial Science & Technology Director Provincial Science & Technology Director HRMO
Networks and Innovation Science Research Specialist II Science Research Specialist II
Management (NIMU) Clerk I
Science Research Specialist II Science Research Specialist I Clerk
Science Research Specialist II Communication Equipment Operator II Communication Equipment Operator III
Project Assistant III Project Assistant II Project Assistant II Supply & Property
Project Assistant II Project Assistant I Project Assistant I
Clerk Project Assistant I Administrative Officer V
Project Assistant I Clerk IV
Science Aide Science Aide
Science Aide Clerk
iCluster/MIS Science Aide
Science Research Specialist II
Computer Programmer I PSTC-Palawan S&T Scholarships
Computer Maintenance Technologist Provincial Science & Technology Director Science Research Specialist II Project Assistant III
Project Assistant I Science Research Specialist II Science Research Specialist I Project Assistant I
Project Assistant I Communication Equipment Operator III Science Research Specialist I
Project Assistant II Science Research Assistant General Services
S&T Promotion Project Assistant I Science Research Assistant Janitor
Science Research Specialist II Administrative Aide I Science Research Assistant Driver
Project Assistant II Clerk I Science Research Analyst
Project Assistant II Clerk I Laboratory Technician I
Watchman Laboratory Technician I

P.1b(2) Customers and Stakeholders. DOST- shown in Fig. P1-5 along with their requirements
MIMAROPA customers and stakeholders are and expectations.
Fig. P1-5 Key Customers and Stakeholders of DOST MIMAROPA
Customers and Stakeholders Group Requirements Expectations
Customers
• Micro, Small and Medium Scale Enterprises • Timeliness • Timely delivery of services
(MSMEs) • Responsive to the needs • Cost effectiveness
• Community-based Enterprises (CBEs)/Civic • Quality frontline services and its workforce • Good governance
Society Organizations (CSOs) competency • Transparency
• Higher Education Institutes (HEIs) • Sound Management Practices • Mainstreaming of gender equality
• Students • Improved Business Environment
• Commitment to quality services
Government Partners
• Other DOST Agencies • Timely and adequate access to information • Transparency
• Provincial Governments of MIMAROPA • Responsive representation of issues and their • Good governance
• National Government Agencies (DA, BFAR, requirements • Reliability
DENR, CHED, DOT, DOH, DEPED, DILG, • Meaningful opportunities to serve • Sustainable quality management
DSWD, DBM, OCD, DICT, DTI, PSA, NCMF) • Commitment to quality and productivity system
• CSC, GSIS, HDMF, LBP, PhilHealth, COA
Human Resource
• Plantilla Employees • Safe working environment • Good compensation
• Contract of Service • Workforce engagement program • Applicable benefits
• Job orders • Security of tenure
• Rewards and recognitions
Community
• Neighboring municipalities and cities in • Societal well-being and benefits • Viable and sustainable development
MIMAROPA • Corporate Social Responsibility projects in health, environment.
education, peace and order, and
livelihood generation

P.1b(3) Suppliers and Partners. DOST-MIMAROPA key suppliers and partners are shown in Fig. P1-6.

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 Fig. P1-6 Key Suppliers and Partners
Key Partners, Role in Providing Products
Suppliers & &/or Customer Support
Collaborators Services
Material & Service Provide office supplies,
Providers materials & equipment,
vehicle accessories & spare
parts, IT equipment and
accessories, navigational
equipment and accessories
Contractors Provide engineering and
maintenance works of the
facilities, technical assistance
in the periodic maintenance
projects of DOST-MIMAROPA
Consultants Provide technical assistance
& expertise on the field
required by Agency
Bank services Provide bank services such
as payment of salaries and
other claims
P.2 Organizational Situation
P.2a Comparative Situation
P.2a(1) Competitive Position. While DOST-
MIMAROPA has no direct competitors, it compares
itself with other DOST regional offices in the
country. Among the Regional Offices in the country,
DOST MIMAROPA is:
• (2012) Received Outstanding Provincial Science
and Technology Director (PSTD) Award for one
of the members of its SLT, and 1st runner up
for 2015. This DOST award is given during the
annual PSTD Conference to recognize the best
performing PSTD that started in 2010. Also,
during the 2017 PSTD Conference DOST-
MIMAROPA shared its best practice in SETUP
Refund Collection.
• (2018) Among the 8 finalists at the 1st Benita
& Catalino Yap Foundation (BCYF) Innovation
Awards for the entry “Enhancing Healthcare
Services in the Countryside while Mitigating
the Effects of Climate Change through Solar
Energy” in Malacañan Palace;
• Four (4) Gawad Kalasag Awards (2015, 2017,
2018 and 2019) for exemplary contribution and
invaluable support to the Regional Disaster Risk
Reduction and Management Council (RDRRMC);
• DOST-MIMAROPA SL, Dr. Ma. Josefina P.
Abilay received certificates of recognition for
four (4) consecutive years (2016-2019) for her
active participation in the deliberation of the
regional development concerns and complete
attendance in the Regional Development
Council (RDC) full council meetings;
• DOST-MIMAROPA SL, Dr. Ma. Josefina P.
Abilay was conferred as one of the Ten Outstanding
Movers of the Philippines Award for “Leadership
and Public Service” in Malacañan Palace in 2019;
• In 2019, DOST-MIMAROPA SL, Dr. Ma.
Josefina P. Abilay received the William D. Dar
Key Communication Supply-Chain
Mechanisms Requirements
Purchase orders, Pre-Bid • Provide quality and best value
Advertisements, Pre-Bid Conferences, • Compliant to government regulations
BAC meetings, bid advertisements • Compliant to DOST regulations/policies
using newspapers of general • On-time delivery
circulation, telephone, email, letters, • Accurate orders and invoicing
website postings, biddings and awards, • Expertise
consultations, product orientations and
presentations, PhilGEPS
Purchase orders, Pre-Bid • Provide quality and best value
Advertisements, Pre-Bid Conferences, engineering works
BAC meetings, bid advertisements • Compliant to government regulations
using newspapers of general • Compliant to DOST regulations/policies
circulation, telephone, email, letters, • On-time engineering and maintenance
website postings, biddings and awards, works
consultations, PhilGEPS • Expertise
Purchase orders, BAC meetings, • Expertise
biddings & awards, consultations, and • Compliant to government regulations
negotiations • Compliant to DOST regulations/policies
Contract between DOST & Landbank, • Authorized bank
memorandum circulars, letters • Accurate transactions
(WDD) Research Leadership Award conferred
by the Philippine Association of Research
Managers, Inc. (PHILARM).
In addition, DOST-MIMAROPA adopts some of the
BEST PRACTICES that benefit the regional office
as well as its central office thereby establishing its
status as a performing DOST regional office:
• Good Governance Initiatives – Maintained
ISO 9001:2015 qualify management system
certification with no major audit deficiencies.
Development /adoption of information systems
that would facilitate agency operations and
delivery of services to clients like the knowledge
management system developed like the Facts
and Information Navigator for Documented
S&T Acquired Resources (FINDSTAR), which
is an online repository of agency documents
and records; the Regional R&D Database
called Research and Development Information
Unified System (RADIUS), that stores and
provides data analytics on the RDI data from
the SUCs in the region.
• Strong Partnership with the Stakeholders –
DOST-MIMAROPA put a premium on building
a resilient region with partnership with the likes
of Palawan International Technology Business
Incubator (PITBI), the Futuristic Aviation and
Maritime Enterprise (FAME), to upgrade the
existing hydro meteorological sensors in the
region with the use of LoRaWAN technology.
• Wider Audience Commitment – the
launching of Lakas ng Siyensya in promoting
science, technology, and innovation is evident.
MIMAROPA Stars, now on its 4th volume is a
DOST-MIMAROPA publication that compiles
success stories of assisted SETUP and CBEs.
• Strong Initiatives on Enhancing the RDI
Ecosystem – Initiated the Technopreneurship
Boot Camp/Technopreneurship Training Program
for MSMEs and their enablers (government,
4
 academe, and industry organizations) with the ○ Undertaken mentoring which focused on MSMEs and CBEs in
MIMAROPA (Romblon & Marinduque). Mentoring was then later
objective of inculcating a technology-oriented focused for CBEs located in CEST areas (Oriental & Occidental
entrepreneurial mindset and to enable the Mindoro).
researchers to commercialize their R&D outputs. P.2a(3) Comparative Data. DOST-MIMAROPA
Initiated the development of a Regional R&D gathered the available source of comparative data
Database called Research and Development based on the reports of the respective DOST Regional
Information Unified System (RADIUS). DOST- Offices (DOST-Caraga, DOST-CAR, and DOST-
MIMAROPA SL along with the MIMAROPA 2) with similar percentage distribution to the Gross
SUCs sealed a partnership with Hanyang Domestic Product (Refer to Category 7).
University in Seoul, South Korea, initially for the
program Management of Technology (K-MOT) P.2b Strategic Context. Fig. P2-2 shows the strategic
and crafting of the Masters degree program/ advantages and challenges of DOST MIMAROPA.
curriculum on Technopreneurship. Fig. P2-2 Strategic Advantages and Challenges
Strategic Strategic
P.2a(2) Competitive Changes. Key changes Advantages Challenges
affecting competitive situation of DOST Sound • Maintained compliance to good
MIMAROPA is shown in Fig. P2-1. Management
Practices and
governance statutory and or regulatory
requirements as prescribed by the
Fig. P2-1 Key Changes Affecting Competitive Changes Good Governance state (e.g. Transparency, Freedom-of-
Information/FOI, Data Privacy, ARTA,
Business Focus and Re-development GAD/PWD/SC)
• Integration of ICT in facilitating processes
• 
Strengthened Research, Development and Innovation (RDI)
Initiatives Quality, Dedicated • Institutionalized Human Resource
and Productive Development Program: Recruitment
○ Initiated the Technopreneurship Bootcamp/Trainings Workforce and Hiring, Learning and Development,
○ Led forging of partnerships/collaborations with international Performance Management; Rewards and
institutions to develop RDI ecosystem Recognition
   -  Spearheaded the Development of MS Technopreneurship Improving Business • Identification and exploitation of
Curriculum Environment opportunities for creating sustainable
and Processes solutions to institutional and regional
   - Co-organized the Technology Transfer Officers’ Training concerns
   -  Lead convenor and facilitator of the partnership between • Strengthened risk management
MIMAROPA SUCs and International HEIs in developing a Being • Adhered to/Maintained quality and
new curriculum on Information Technology (IT) relative to our benchmarked excellence in work processes/continual
journey towards Industry 4.0 by other public improvement
   - Hosting of ASEAN Business Incubation Network organizations in
terms of process
○ Led the DOST ROs in the conduct of the 2018 SETUP Forum effectiveness
entitled “Harnessing STI Towards Industry 4.0 Forum” during the
2018 NSTW Institutionalized • Sustained ISO 9001:2015 and ISO 17025
Quality Certification for Office QMS, and Regional
• Innovative Strategy Management S&T Laboratory respectively
○ Annually conducted the Best Technopreneur Awards for DOST- System (ISO
MIMAROPA assisted MSMEs 9001:2015)
geared towards
○ Implemented the MSME Mentoring Program in Romblon in achieving customer
partnership with its Provincial Government with Business Guru satisfaction,
and ABS-CBN DZMM Radyo Negosyo host, Dr. Carl E. Balita. customer-focused
○ Led the nationwide project Lakas ng Siyensya, a 15-min themed delivery of
segment in ABS-CBN Teleradyo... which aims to reinforce the services, and has
brand of DOST gone to the extra
mile for every
○ Developed the mimaropaventures.ph, an e-commerce platform employee exerting
that promotes DOST-MIMAROPA assisted product. It gave birth performance
to Onestore, to accommodate all DOST-assisted products excellence
Publication Strong local and • 
Maintained or gained membership
○ Launched the MIMAROPA Stars (now on its 4th volume international with strategic local and international
by province) linkages cooperations/organizations
Institutional Strengthening Availability & • 
Complementation of resources through
sufficiency of collaborative undertakings
• Continual Improvement financial resources
○ Acquiring new certifications for Regional S&T Laboratory
○ Sustained ISO 9001:2015 Certification for Office QMS P.2c Performance Improvement System. DOST-
○ Sustained ISO 17025 Certification for Laboratory QMS MIMAROPA adopts the ISO 9001:2015 Quality
○ Enhanced Integration of ICT in Business Processes Management System-based Framework with
• Risk Management Periodic Internal Quality Audit from IQA Team
○ Business Continuity Planning and Surveillance Audits from the Certifying
○ Development of Public Service Continuity Plan for the
Regional Office Body and COA observations. In addition to this,
○ Creation of a Knowledge Management Systems the Strategic Performance Management System
○ Adoption of ICT in Performance Management and in Control of (SPMS) using the Office Performance Commitment
Documented Information for QMS and Review (OPCR), and Individual Performance
Community Empowerment
Commitment and Review (IPCR). For financial, a
○ Implementation of CEST Program for different barangays/
municipalities all over the Region. Financial Management System is used for payment
and reimbursements.

5
1: Leadership
1.1 Senior Leadership
1.1a(1) Mission, Vision and Values. The top
management of DOST-MIMAROPA formulated
the Mission, Vision, and Values guided by its
Good Governance System (Fig. 1.1-1) to lead the
Agency. The Senior Leadership Team (SLT) of
DOST-MIMAROPA is composed of the Regional
Director, the Assistant Regional Directors for
Technical and Financial Services, the Technical
Services Supervisor/Planning Officer; and the
Provincial Science and Technology Directors
for its field office operations participated in a
vision-mission setting during an annual strategic
planning. These MVV as illustrated in the DOST-
MIMAROPA’s Mid Term Plan 2016-2019 was made
available to all personnel of the organization with
copies provided to its agency partners. These MVV
were also made part of the quality management
system documentation which is regularly being
discussed and evaluated on an annual basis during
management review participated in by the SLT
and all agency personnel. The MVVs are further
strengthened through leadership by example, sound
management practices, and good governance by the
Senior Leaders. MVVs are also directed towards
customer-driven services and human resource-focus
through rewards and recognitions to employees with
exemplary performance in the Agency.
Fig. 1.1-1 Good Governance System
Analyze • Analyze customer and stakeholder requirements and
expectations with focus on how to effectively address
such through science, technology and innovation
(STI) platform
Brew • Brewing the MVV of DOST-MIMAROPA through
employment of a systematic strategic and action planning
process led by its SLT and partaken by all members of
the agency resulting to a sustainable organization
Initiate • Initiating sound management practices founded on
transparency and high ethical standards
○ Provision of safe, secure and healthy business or
working environment for customers, stakeholders/
partners,andhumanresource;
○ Communicate with, engage and develop the human
resource;
○ Create focus on action and results through the
execution of the plans through policies, procedures
and management actions;
○ Build/maintain/improve organizational relationships
with customers and stakeholders
Learn • Learning the effectiveness of systems and processes
as well as their impact on results, with the commitment
for continual improvement and innovation
Align • Aligning leadership system and approach through
measurement and analysis of the organization’s
performance, with the current and future organizational
needs, key customers, stakeholders, key suppliers and
partners, human resources, processes and action plans
Yearn • Yearning for community empowerment and
societal development
1.1a(2) Promoting Legal and Ethical Behavior.
The Senior Leaders demonstrate commitment to
legal and ethical behavior by accepting to follow and
be audited by the ISO 9001:2015 QMS standards and
6
ISO/IEC 17025 laboratory certification, ensuring
adherence to existing laws, rules and regulations
such as RA 6713 (Code of Conduct and Ethical
Standards for Public Officials and Employees), EO
292, Book V (The Revised Administrative Code of
1987), RA 9485 /11032 (Anti-Red Tape Act of 2007/
Ease of Doing Business)) and other CSC Rules and
Regulations. The Agency provides the employees
with New Employees Orientations, Values
Orientation Workshops (VOW), Strategic Planning
Sessions, Personnel program and seminars, and
other related trainings. A Committee on Decorum
and Investigation (CODI) was created to look into
issues and/or concerns on unethical behavior of
employees.
Behavior expectations outlined in the Personnel
Policies of the Human Resource are reinforced
through orientation of new employees.
The Senior Leaders monitor compliance through
internal and external audits, provides guidance and
direction through issuance of special orders (SOs)
and memoranda and regular meetings. In fighting
corruption, Senior Leaders led the signing of
Integrity Pledge (Oath of Office for newly onboard
regular personnel) and Memorandum of Agreement
(MOA) and Panunumpa ng Kawani ng Gobyerno to
all stakeholders and customers.
1.1a(3) Creating a Sustainable Organization.
Senior Leaders create a working environment
that drives performance improvement and by
ensuring healthy financial status, safe building
structure and improved business environment for
key customers, stakeholders, key suppliers and
personnel, and sound management practices that
continuously provide quality public services by
the top management and employees. More specific
measures done by the Senior Leaders consist of the
following; improvement of the strategic planning
system, regular ManCom meetings, evaluation
and assessment of Balanced Scorecard (BSC), the
OPCR of the Agency and IPCR of each employee,
and monitoring of the accomplishments of each
office with inputs from feedback from internal and
external quality audits.
To sustain quality performance, the Senior Leaders
encourage and engage employees to continually
provide delivery of quality services and discuss
improvements, if any, through operational meetings,
staff meetings, process review and even one-on-
one meetings. The implementation of customer
feedback system with set yearly targets of customer
satisfaction. The i-EXCITE culture of values then
became the guiding principle and backbone to reach
the vision of the Regional Office.
The SLT initiated the creation of a Risk
Management Committee in 2017 composed
of senior staff members from the regional and Basic Supervisory Training. Technical trainings
provincial office, to gain foresight of potential risk were likewise provided to staff at the regional
(and opportunities) and consequently determine and provincial offices to further equip them of
the mode of action or response to address (take knowledge and skills to address the demand of
advantage of) them in the event of occurrence. technical interventions in projects and specific
The SLT maintains performance evaluation technical needs of clients in the field.
as a critical process, as a means for both
the determination of employees to be given 1.1b(1) Communication. The Senior Leaders
recognition, and likewise to determine areas communicate with and engage the entire
and individuals for staff development. The SL workforce and key customers and stakeholders
encourages competency development of the through the Communication System of DOST-
staff as reflected in the established Competency MIMAROPA, shown in Fig. 1.1-2, using
Assessment and Learning and Development multiple communication mechanisms. Many
Plans. The SL made certain to have as an integral
of the mechanisms encourage frank, two-way
part of the organizational plan for human resource
development the creation of a succession plan. communication, including effective use of
Employees handling supervisory functions were social media, emails, office and mobile phones,
recommended to attend training on leadership and memoranda, office orders, and website. When
management. Such trainings participated include feasible, key decisions are communicated by the
Strategic Planning Process, Scenario Planning, Senior Leaders in person to allow for clarification
Course on Basic Project Management and and help ensure understanding.
Fig. 1.1-2 Communication System
Mechanism Frequency 1 or 2 Audience/ Expected outcomes
(may add more if needed) way segment
Management Reviews 2/yr 2 way SLT / Unit - improvement of processes
Leads TSD - closure of non-conformities
and FAD - risk analysis
ManCom Meeting 12/yr 2 way SLT / Unit - determination of PPAs
Leads TSD - discussion and analysis of issues and gaps
and FAD - determination of appropriate action in addressing the
issues
- performance evaluation
Flag Ceremonies Every 2 way All employees - reminders/follow-up memoranda/issuance office orders
Monday
Office Operations Meeting / 12 / year 2 way SLT / Unit - monitoring and evaluation of PAPs
Staff Meetings Leads TSD - improvement of processes
and FAD - accomplishment review
Recognition through PRAISE As 2 way All employees - recognition/awards and incentives
necessary
Strategic Planning Every 3 2 way All employees - Strategic Plan (updated VMV; Strat Goals/Objectives/
years KPIs)
Operational Planning Every year 2 way All employees -Target Setting for PAPs/Operational Plan/Balanced
Scorecard
Midyear Review 1/yr 2 way All employees - monitoring and evaluation of PAPs
- improvement of processes
- accomplishment review
Year-End Review 1/yr 2 way All employees - monitoring and evaluation of PAPs
- improvement of processes
- accomplishment review
Customer Feedback Every after 1 way All employees - improved processes
service
rendered
Quality Coaching / Mentoring As needed 2 way All employees - accomplishment of targets
- enhanced capability of staff/skill upgrading
Internet/intranet As viewed 2 way All employees - update on reports
Issuances of Office Orders, As needed 2 way All employees - reports/response/comments/ clarification/personnel
Memoranda action/compliance
Quad-Media (Press Releases) 1,000/yr 1 way All employees - articles/reports/success stories
Conferences, consultations, As 2 way Customers - Settlement of issues/concerns
public hearings, meetings conducted (MSMEs/ - Determination of PPAs
with key customers and SUCs/HEIs/ - Knowledge creation
stakeholders NGAs/CSOs);
All employees

In line with its mandate to promote and harness and enhance awareness and appreciation for the
Science, Technology, and Innovation (STI) in role of STI in improving lives through promotion
the MIMAROPA Region, DOST-MIMAROPA of the agency’s programs, services, products, and
continues to exert effort to reach communities technologies, among others.

7
1.1b(2) Focus on Action. DOST-MIMAROPA
SLs through the agency’s strategic plan, and the
defined goals, objectives, and specific outputs or
deliverables per year, serve as means to create
focus on actions that would transcend to the
achievement of the organization’s mission. The
operational targets are cascaded to the provincial
offices, and down to the process owners handling
them. Accomplishment of such deliverables are
measured and evaluated to determine which
areas to improve on and what new strategies to
undertake so that ultimately would provide a
better value of service to the agency’s customers.
1.2 Governance and Societal Responsibilities
1.2a(1) Governance System. Senior Leaders
set direction by implementing the Strategic
Performance Management System using OPCR,
and IPCR deployed to all offices to set the targets
for the year. The Senior Leaders are responsible and
accountable for fiscal performance management.
The regular financial accountability reports are
provided by the Accounting Office. Said reports are
provided to the Office of Regional Director, Office of
the Assistant Regional Director and to all Provincial
S&T Directors. Internal financial controls are in
place and constantly assessed and enforced through
external audits conducted by COA. Moreover,
in line with the existing ISO 9001:2015 Quality
Management System (QMS), being maintained by
the office, internal quality audit (IQA) and external
audit are likewise being performed.
To enhance transparency and enforce accountability,
the Senior Leaders adhere to COA guidelines. The
Transparency Seal which represents the openness
in the access of government information has been
part of the Organization’s identity and reflected
in the Regional Office’s website as part of the its
compliance to the Good Governance requirements.
It is linked at the DOST-MIMAROPA website for
public to gain access to different data about the
Office to include but not limited to its mission,
vision, and mandates; QMS-related updates; and
Bids and Awards Postings, FOI manual, PhilGEPS
posting of the latest bids, the Citizen’s/Service
Charter, and the Agency’s Review and Compliance
Procedure of Statement and Financial Disclosure.
As to the procurement, Senior Leaders adhere to
RA9184 (Government Procurement Reform Act)
to ensure a more open, transparent and competitive
environment. Moreover, the Senior Leaders
engage in the Personnel Selection Board, ManCom
meetings, PRAISE and CODI. Furthermore,
the SLs drive growth and development through
appropriate human resource interventions for
its employees to sustain succession of critical
management posts in the organization.
8
1.2a(2) Performance Evaluation. The SL is
evaluated through the Career Executive Service
Performance Evaluation System by the Career
Executive Board (CESB) through the DOST
Secretary. While other members of the agency’s
SLT or Management Committee (MANCOM) are
evaluated using the CSC Individual Performance
Commitment Review (IPCR) forms.
The performance reviews allow the Senior Leaders
to set strategic directions for developmental
opportunities and identify personal and
organizational areas of strength and opportunities
for improvement.
1.2b(1) Legal and Regulatory Behavior. The
Senior Leaders demonstrate their commitment to
submit to the legal, regulatory, and accreditation
standards/compliance by making sure that the
agency’s programs, projects, and services strictly
conform to the standards or policies in place.
For its office operations, the SLT maintains its
certification of ISO 9001:2015 QMS to ensure
continual improvement of processes and delivery
of the quality of services and gain high customer
satisfaction results. This is the same case for the ISO/
IEC 17025 for the RSTL in Palawan for its physico-
chemical and microbiological laboratories. Actions
are taken to address non-conformities including
those from periodic audits by IQA and surveillance
audits by the Certifying Body. A Corrective Action
Report is used when there are deviations in the
processes. Action plans are also prepared and
submitted to COA to fully address audit findings
and recommendations. DOST-MIMAROPA
conducts risk management committee meetings,
internal and external audits, and management
reviews to account for the risks in the operation,
the underlying opportunities for improvement
(OFIs) and how to address them. Such is part of
the Balanced Scorecard’ (BSC) key performance
indicators where the agency is being measured.
1.2b(2) Ethical Behavior. The Senior Leaders
promote and ensure ethical behavior in all interactions
through the Agency’s core values and systems in
place that include:
• Personnel Policies (employee discipline, orientation
for new employees, VOW, VAW formal grievance)
• Internal Investigation/Breach of Ethical Behavior
(problems on ethical behavior handled by the
Committee on Grievance and Committee On
Decorum and Investigation)
• Adherence to RA 6713 (Code of Conduct), RA9485
(Anti-Red Tape), RA9184 (Procurement Act), EO
292 (Book V- CSC Rules)
Further, the Senior Leaders maintain the regular
assessment of the Morale Value Index of all the
employees to determine areas for improvement for
the SLT and the organization’s processes.
1.2c(1) Societal Well-being. The Senior Leaders 2: Strategy
ensures that programs on societal well-being are
implemented. For the past years, the Agency is 2.1 Strategy Development
involved in various community projects as shown 2.1a Strategy Development Process
in Fig. 1.2-1.
2.1a(1) Strategic Planning Process. Fig. 2.1-1a
Fig. 1.2-1 Community Projects
shows the Strategic Planning Process of DOST
Category Community Program/or Projects
MIMAROPA. The whole process involves
Environmental LGUs - Sea shore clean-up drive
Improvement Sectoral - Pawikan Conservation participation of members of the SLT and the
Community - Techno-training on
Wastewater Management
process owners coming from the agency’s regional
Safety and Partner Agency - DRRM Info/Education and provincial offices.
Health LGUs Campaigns (IEC) for LGUs/ Fig. 2.1-1 Strategic Planning Process of DOST-MIMAROPA
Sectoral Communities
Community
Livelihood Partner Agency - Techno-training/ Revisit and
Sectoral consultancy and mentoring review
Community program for CBEs vision,
Community Partner Agency - Support to Calamity victims mission and
Assistance Sectoral - Provided SES with RxBox values
Community to RHUs
- Provided SES to
evacuation centers Monitoring SWOT
and Analysis
The agency’s SLs’ renewable energy campaign evaluation

through the deployment of 29 solar energy

systems (SES) powered projects of the rural health
units and designated evacuation centers with
intermittent power supply, which sustained their
respective operations. Such projects also benefit
the community by reducing harmful effects of
fossil fuel to the environment.
In relation to safety and security of people in
the workplace, since 2017, the SL and DOST-
MIMAROPA regional and field offices have been
regularly carrying out earthquake and fire drills as
safety compliance and preparedness for disaster
for the people in the workplace. These drills are
carried out simultaneously following the basic
steps and guidelines as prescribed by the Office
of Civil Defense Disasters Risk Reduction and
Management Office (OCD-DRRMO). The DOST-
MIMAROPA through the PSTCs also conducts
some technical and business management-related
consultative work pro bono especially to those who
have no means to gain access to this knowledge.
1.2c(2) Community Support. Community
involvement has been part of the Agency’s
program for the past years. Senior Leaders are
involved in various community programs. DOST-
MIMAROPA SL encourages more projects
implemented under the Community Empowerment
through S&T (CEST) Program in the remote or
geographically isolated and depressed (poorest
of the poor) communities in the region. Since
2012 there are a total of 13 communities all over
the region assisted through this program which is
provided interventions through five (5) entry points
or minimum basis needs (MBN) requirements such
as health and nutrition, environmental protection
and conservation, human resource development,
disaster resiliency, and creating economic activity
through enterprise development.
Plans and Review of
strategies to
plug the
performance
versus goals
gaps
Analysis
of gaps
DOST-MIMAROPA had been conducting strategic
planning activities to account for its immediate and
long-term plans that are affected by the changing
scenarios or internal and external environment.
These strategic planning activities are being
complemented with the conduct of operational or
action planning activities, together with performance
reviews during midyear and year-end based on
the agency’s MFOs. The steps in the DOST-
MIMAROPA strategic planning process included:
1. Revisit and review of vision, mission and values
of DOST-MIMAROPA;
2. Conduct of environmental scanning or
Strength-Weakness-Opportunities-Threats
(SWOT) analysis, based on the internal and
external environment;
3. Review of current performance versus goals;
4. Analysis of the gaps;
5. Plan to address the gaps and strategies for
implementation; and
6. Monitoring and evaluation of plans and
implementation strategies.
With such SPP, it identifies and validates DOST-
MIMAROPA’s core competencies and puts the Agency
in an advantage point to a sustainable position.

9
DOST-MIMAROPA operates on the principle of
continual improvement to develop its capabilities,
operations, business and financial results. Reviews
(Fig. 2.1-1) are undertaken to monitor results
and as well as identify potential blind spots for
planning contingencies.
2.1a(2) Innovation. DOST-MIMAROPA’s
Strategic Planning Process promotes and
incorporates innovation by means of assessing
and defining new ways to manage the changing
needs of the internal and external environment as
seen in As part of this step in the whole strategic
planning process, DOST-MIMAROPA personnel
engages its stakeholders in meetings/consultations
and dialogues (Fig.1.1-2 (Communication System),
to determine and asses their needs; identify
different risks and opportunities involved (pls see
6.1c Innovation Management), and come up with
relevant and most applicable innovative solutions
or strategies and initiatives to address the gaps,
and maximize opportunities.
2.1-2a DOST-MIMAROPA Strategic Map 2020-2022
Fig. 2.1-2 shows the innovation in the strategic
goals and the overall strategic map of DOST-
MIMAROPA. The updated strategic goals are:
1. 
Awareness, understanding, and appreciation
of STI to strengthen STI Culture among
stakeholders enhanced.
2. Support towards productive, competitive and
disaster-resilient MSMEs/CBEs, industries
and communities sustained.
3. 
Research and Development, and Innovation
(RDI) initiatives in the region stimulated and
supported
4. Effective STI Governance achieved.
From the 2016-2019 MIMAROPA Strategic Map
(Figure 2.1-2b), new strategic objectives were
also added and other objectives were integrated
and enhanced. These were also categorized
under the four perspectives following the
BSC. The new core values are innovativeness,
excellence, commitment, integrity, teamwork and
empowerment (i-EXCITE).

VISION The standard of performance excellence and well-esteemed prime mover of Science,
Technology, and Innovation (STI) for inclusive growth in MIMAROPA
MISSION To plan and implement Science, Technology, and Innovation (STI) services toward inclusive
regional development
VALUES i-EXCITE — Innovativeness • Excellence • Commitment • Integrity • Teamwork • Empowerment

G1 G2 G3 G4
Awareness, Support towards Research and Effective
understanding, and productive, competitive Development, and STI Governance
appreciation of STI to and disaster resilient Innovation (RDI) achieved
strengthen STI Culture MSMEs/CBEs, initiatives in the region
among stakeholders industries, and stimulated
enhanced communities sustained and supported

O1: At least 20
DOST-developed/ funded
technologies for
commercialization, extension,
and public good are promoted
per year
O2: Increase in the number of
promotions through local and
national media by at least 10%
every year
O3: 100% of the municipalities
of MIMAROPA with DOST
Scholarships qualifiers by 2022
O4: At least 10 partnerships
forged with local and
international linkages on
emerging developmental needs
by 2022
O1: Increase by 50% the
number of target MSMEs/CBEs
and industries assisted by 2022
O2: At least 10 more target
communities/ disadvantaged
sectors supported by 2022
O3: DRRM-CCA IEC for 100%
of assisted MSMEs/CBEs and
communities by 2022
O1: At least 10% increase in
the number of funded projects
to reinforce STI ecosystem, and
assist R&D by 2022
O2: Increase by 20%
the number of RDI proposals
endorsed under the Science for
Change Program (S4CP) or
funded by the MIMAROPA
consortia by 2022
O3: At least 10 innovative
startups assisted by 2022
O1: Receive the Philippine
Quality Award (PQA) level 1
(commitment in quality
management) by 2022
O2: Increase the Morale Value
Index by at least 5% by 2022
O3: Attain the Gender
Mainstreaming Evaluation
Framework (GMEF) Level 3
(GAD Application) by 2022

10
Fig. 2.1-2b DOST MIMAROPA Strategic Map for 2016 to 2019

Fig.2.1-3 DOST MIMAROPA Investment Map 2019-2022

11
2.1a(3) Strategy Consideration. As part of step 2
of 2.1a(1) Strategic Planning Process, DOST-
MIMAROPA gathers as one of its reference in
its environmental scanning process the agenda
and priorities of the region and each province
as identified in its respective development
and investment plans such as the Provincial
Development and Physical Framework Plan, and
Provincial Commodity Investment Plan. These
are used and referred to in formulating strategies
and identifying initiatives under the key areas
of investments particularly on technology-based
enterprise development. The DOST-MIMAROPA
uses its investment map (Figure 2.1.3) as guide to
ensure that resources are invested accordingly to
and are contributing towards the realization of
inclusive growth within the region.
The strategic planning environment of DOST-
MIMAROPA included national priorities, DOST
priorities, and the external and internal concerns
that need to be addressed (see Fig. 2.1-4).
2.1a(4) Work Systems and Core Competencies.
The DOST-MIMAROPA work system is embodied
in the Quality Manual QM-DOST IV-B-04-02.
It starts with determining customer requirements,
the provision of services, measurement of
effectiveness, corrective and preventive action and
the delivery of improved services (see Fig. 6.1-1).
DOST-MIMAROPA adopted the PDCA Framework
to manage work system (see Fig. 6.1-4). The work
Fig. 2.1-4 DOST-MIMAROPA’s Strategic Planning Environment
system was designed to enable every process owner
to address customer requirements as embodied in
the different processes in the procedures manual
of the QMS. Core processes are handled by
competent process owners with corresponding
core competencies. Consultancy services and other
internal processes like procurement are handled
by external suppliers that are prequalified based
also on the qualification of suppliers embodied
in the work instruction and forms manual of the
QMS (WI-FAD-SUPPLY-04-01 and WI-FAD-
SUPPLY-04-02). As the work system is dynamic,
future core competencies (PM-FAD-HRD-04-02)
and work systems are determined as an offshoot
of the measurement of effectiveness and the
introduction of corrective and preventive measures.
2.1b Strategic Objectives
2.1b(1) Key Strategic Objectives. DOST-
MIMAROPA’s key strategic objectives and
timetable for 2020-2022 with four (4) strategic
goals and thirteen (13) strategic objectives is
shown in Fig. 2.1-5
Fig. 2.1-5. DOST MIMAROPA’s key strategic objectives and
timetable for 2020-2022
Goals Objectives
G1: Awareness, O1: At least 20% DOST-
understanding, and developed/ funded
appreciation of STI to technologies for
strengthen STI Culture commercialization, extension
among stakeholders and public good are promoted
enhanced per year.

Strategic Core Issues (External):

• MSME and Industry Competitiveness
• Research, Development, and Innovation
(RDI) Ecosystem
• Critical Mass of Globally-competitive STI
Human Resources
• Disaster Resilience and Climate Change Adaptation
• Water, Power, and Connectivity
• Biodiversity Conservation / Environmental Protection

Strategic Core Issues (Internal):

• Popularization of DOST-MIMAROPA Initiatives
• Human Resource Development
• Capital Assets
• Commitment to Quality and Excellence

12
 O2: Increase in the number
promotions through local and
national media by at least
10% every year.
O3: 100% of the municipalities
of MIMAROPA with DOST
Scholarships qualifiers
by 2022.
O4: At least 10 partnerships
forged with local and
international linkages on
emerging developmental
needs by 2022.
G2: Support towards O1: Increase by 50% the number
productive, competitive of target MSMEs/CBEs and
and disaster resilient industries assisted by 2022.
MSMEs/CBEs, O2: At least 10 more target
industries, and communities/ disadvantaged
communities sustained sectors supported by 2022.
O3: DRRM-CCA IEC for 100% of
assisted MSMEs/ CBEs and
communities by 2022.
G3: Research and O1: At least 10% increase in the
Development, and number of funded projects to
Innovation (RDI) reinforce STI ecosystem, and
initiatives in the assist R&D by 2022.
region stimulated and O2: Increase by 20% the number
supported of RDI proposals endorsed
under the Science for
Change Program (S4CP), or
funded by the MIMAROPA
consortia by 2022.
O3: At least 10 innovative
startups assisted by 2022.
G4: Effective STI O1: Receive the Philippine
Governance achieved Quality Award (PQA) level
1 (commitment in quality
management by 2022).
O2: Increase the Morale Value
Index by at least 5% by 2022.
O3: Attain the Gender
Mainstreaming Evaluation
Framework (GMEF) Level 3
(GAD Application) by 2022.
2.1b(2) Strategic Objective Consideration.
DOST-MIMAROPA commits to key strategic
objectives with consideration to its current core
competencies and are subject to continuous
evaluation for potential or new competencies.
2.2 Strategy Implementation
2.2a(1) Action Plans. DOST-MIMAROPA’s plans
and programs are formulated during its regular
strategic planning session. These are conducted
by all provincial offices and process owners
together with the regional management. Fig. 2.2-
1 illustrates how DOST-MIMAROPA conducts
its action planning and deployment. DOST-
MIMAROPA’s short-term action plans include:
1. Alignment of regional R&D agenda to the
Harmonized National R&D agenda.
2. Promoted adoption/utilization of technologies
from publicly funded R&D.
3. Increased awareness, understanding and
appreciation of STI to strengthen STI culture
in all sectors.
4. Provided support mechanisms for startups,
MSMEs, and industries.
5. Strengthened laboratory services.
6. Provided support mechanisms for startups,
MSMEs, and industries in the region.
13
7. Enhanced customer satisfaction.
8. Strengthened regional STI capacities.
9. Enhanced access for the S&T scholarship
program.
10. Strengthened networks, linkages and
collaborative undertakings with stakeholders.
11. Intensified provision of services for DRR-
CCAM.
12. Ensure sound fiscal management.
Fig. 2.2-1. The DOST-MIMAROPA action plan development
and deployment cycle
Action Plan
and Budget
Preparation
Monitoring,
Review
Risk Review
and
and
Approval
Evaluation
Implementation Deployment
The organization’s BSC is the guide for
implementation and monitoring of these
action plans.
2.2a(2) Action Plan Implementation. Programs
and projects are implemented by each delivery
units and process owners, and by each unit under
the provincial office. To ensure that programs
and projects are fully deployed, understood and
implemented, each employee is required to submit
his/her IPCR that is aligned with the OPCR of
DOST-MIMAROPA. Action plan is monitored
through regular monthly staff meetings, quarterly
and semi-annual performance reviews. Programs
and projects are deployed to key customers and
stakeholders through conferences, consultations,
forums, meetings, postings, and memorandums.
Budget allocations and expenditures inherent
to the plans are also monitored for efficient and
effective fiscal management.
2.2a(3) Resource Allocation. DOST-
MIMAROPA’s policy on resource allocation
is formulated in action planning. Action plans
proposed by the process owners and the delivery
units are supported with corresponding budget.
The organization allocates resources depending
on the requirements of the delivery units and
allotted funds are based on the submitted
proposals. Adjustments of allocations are made to
ensure that all delivery units will be able to utilize
its resources and the regional fiscal management
in totality becomes effective.
To eliminate financial risks due to possible refund
default, particularly for SETUP projects, partial
budget analysis is made for every proposed project.
This procedure is based on PM-TO-TTC-05-03.
2.2a(4) Workforce Plans. The Senior Leaders
ensure that personnel performing work affecting
conformity to product requirements are competent
on the basis of appropriate education, training, skills
and experience. The Staff Development Plans and
Program is prepared based on the identified training
needs. The agency uses the following interventions
to improve the competency of each personnel:
1. Orientation
2. Local and Foreign Trainings
3. Scholarship Programs
4. Job Enrichment Programs
5. Management Succession Programs
6. Job Coaching and Mentoring
These actions and interventions are undertaken
to address identified gaps in competence. These
are also designed to ensure that all employees
are aware of the relevance and importance of
their competencies and their contribution to the
attainment of the strategic objectives.
2.2a(5) Performance Measures. DOST-
MIMAROPA ensures that the measurement
system is aligned with the strategic objectives
by incorporating the performance matrix in
the planning process. Customer requirements
and expectations serve as guides in crafting the
performance measures. The performance measures
with corresponding targets are shown in Tables 2.2-
a and 2.2-b. They are also gleaned from the IPCRs
of employees and the OPCRs of the delivery units.
Table 2.2-a.1. Performance Measures, Customer Perspective
Strategic Measures (MFO)
(2020-2022)
Innovation Stimulated
No. of R&D proposals evaluated and endorsed by
the consortia / regional office . . . . . . . . . . . . . . . . .
No. of collaborative R&D projects conducted . . . . .
Technology adoption promoted and accelerated
No. of DOST-developed/ funded knowledge and
technologies transferred . . . . . . . . . . . . . . . . . . . . .
No. of technology adoptors . . . . . . . . . . . . . . . . . . .
No. of promotion activities for DOST-developed/
funded technologies conducted . . . . . . . . . . . . . . .
No. of technology transfer and commercialization
support services rendered . . . . . . . . . . . . . . . . . . .
Critical mass of globally competitive STI human resources
developed
No. of promotion services and advocacy activities
conducted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
No. of “reach” of IEC materials and information in
social media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87,000
No. of forums / discussions on S&T issues and
science policy options . . . . . . . . . . . . . . . . . . . . . . .
Productivity and efficiency of communities and the
production sector, particularly MSMEs, improved
No. of startups assisted . . . . . . . . . . . . . . . . . . . . . 45
No. of MSMEs/industries assisted . . . . . . . . . . . . . 1,479
No. of S&T interventions provided . . . . . . . . . . . . . 1,184
% increase in employments generated . . . . . . . . . 15
% increase in productivity generated . . . . . . . . . . . 14
No. of testing and calibration services rendered . . 4,425
No. of laboratory customers served . . . . . . . . . . . . 753
No. of referred samples to other OneLab members 186
% of Testing/calibration services delivered within
agreed time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
% of PSTCs as sample receiving stations . . . . . . . 100
Amount of testing and calibration fees collected
(in ‘000) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,196.64
No. of laboratory personnel recognized as
authorized signatories . . . . . . . . . . . . . . . . . . . . . . . 6
No. of laboratories and testing facilities upgraded /
maintained . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
No. of innovation hubs established/maintained . . . 5
No. of communities assisted . . . . . . . . . . . . . . . . . . 24
No. of technologies deployed to communities . . . . 33
No. of beneficiaries . . . . . . . . . . . . . . . . . . . . . . . . . 435
Customer satisfaction rating . . . . . . . . . . . . . . . . . . VS
% customers whose rating is VS or better . . . . . . . 95
Resiliency to disaster risks and climate change ensured
No. of sector-specific learning and development
interventions conducted . . . . . . . . . . . . . . . . . . . . . 52
% of provinces engaged for DRR and CC learning
and development . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Public service continuity plan crafted,
implemented / deployed . . . . . . . . . . . . . . . . . . . . . YES
Inequality in STI capacities and opportunities reduced
No. of new R&D facilities established . . . . . . . . . . . 3
No. of Balik Scientists engaged . . . . . . . . . . . . . . . 2
No. of local experts and highly skilled
professionals fully engaged . . . . . . . . . . . . . . . . . . 45
Table 2.2-a.2-. Performance Measures, Internal
Process Perspective
Effective STI governance achieved
No. of information systems developed/adopted/applied . . . 11
No. of information systems maintained/upgraded . . . . . . . . 13
ISO 9001 certification, ISO 17025/ FDA/DOH accreditation,
EMB recognition maintained and PQA conferred . . . . . . . Yes
Compliant to GAD / Senior Citizen Law / PWD / FOI /
Data privacy / ARTA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Yes
Table 2.2-a.3. Performance Measures, Learning and
Target Growth Perspective
Effective STI governance achieved
OPCR Rating . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.25
93 No. of personnel/units recognized for high 84
performance and exemplary behavior . . . . . . . . . . . . . .
7
Overall Morale Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
% of planned annual competency building 100%
13 interventions implemented . . . . . . . . . . . . . . . . . . . . . . .
18 % of personnel with graduate degrees . . . . . . . . . . . . . . 16.32
No. of DOST personnel who attended trainings and 80
114 non-degree courses . . . . . . . . . . . . . . . . . . . . . . . . . . . .
No. of workplaces/workspaces upgraded . . . . . . . . . . . 5
6
Table 2.2-a.4. Performance Measures, Financial Perspective
Effective STI governance achieved
% Allotment obligated against allotment received . . . . . 100%
5,278 Disbursement budget utilization rate . . . . . . . . . . . . . . . 100%
% of time the quarterly BFARs are submitted on time . . 100%
% of COA findings addressed within prescribed time . . 100%
49 Compliant to PBB requirements . . . . . . . . . . . . . . . . . . . Yes
14
3: Customers vary according to customer groups to identify
common interests and requirements, issues
3.1 Voice of the Customer
affecting delivery of services and feedback for
3.1a Customer Listening improvement and innovation.
3.1a(1) Current Customers. DOST-MIMAROPA DOST-MIMAROPA cares for its customers and
key customers include MSMEs, CSOs/CBEs, it is a task shared by all provincial offices. Fig.
NGAs, HEIs, Students, LGUs, other DOST 3.1-1 is the Listening Mechanism that allows
agencies, CSC, GSIS, HDMF, PhilHealth, COA, DOST-MIMAROPA and its key customers to
LBP, plantilla employees, COS, Job orders. (Fig. communicate with each other. The information
P1-5 Customers and Stakeholders). The customers resulting from the listening mechanisms are
are engaged in various ways to gather relevant used by DOST-MIMAROPA as inputs in the
information and to communicate their needs, assessment of performance of the Agency and in
expectations and aspirations. Listening methods the development of customers’ requirements.
Fig. 3.1-1 Listening Mechanism
Process Customer Group Actionable Information
Technology MSMEs, • Technology gaps as determined through Technology Needs Assessment (TNA)
acquisition and CSOs/CBEs • Information/Data for the proposal preparation
upgrading • Problems/Issues encountered during project monitoring (e.g. refund collection and
liquidation assistance provided)
• SETUP forums; informal discussions with MSMEs during occasions like awarding
in RSTW
Technology training • Skills development/capability building requirement or information
Productivity • Technology gaps as determined in conduct of site assessment and presented in the
consultancy Inception / Progress Reports
Testing and MSMEs, LGUs, • Test/analysis requirements
calibration services NGAs, Students • Statutory or legal requirements (e.g. Permits and license)
CEST MSMEs, • Technology gaps as determined through Technology Needs Assessment (TNA)
CSOs/CBEs • Information/Data for the proposal preparation
• Problems/Issues encountered during project monitoring (e.g. liquidation
assistance provided)
• Technology gaps as determined in conduct of site assessment and presented in the
Inception / Progress Reports
• Technical Capability/Skills development
LGUs • Nature/extent of partnership agreement for technology assistance requested
• Policy recommendation for the project
NGAs / Other • Nature/extent of partnership agreement for technology assistance requested
DOST agencies
S&T promotion MSMEs/ HEIs/ • Content of quad media materials (print/TV/radio/internet)
Students/ LGUs/
NGAs
R&D management HEI Researcher/ • R&D Policy Recommendation (e.g. Alignment of researches to Regional R&D
a. Consortia Students/LGUs/ Agenda; Incentive for researchers; Capacity Building activities for researchers; R&D
b. RDIC MSMEs/ NGAs/ commercialization strategies; Upgrading of R&D facilities)
Other DOST • Nature/Type of capacity building program for R&D personnel
agencies • Collection/Assessment of R&D Data
• Evaluation and endorsement of R&D Proposals for funding
• Promotion of Technologies
• Expanding R&D networks and linkages
• Nature/extent of partnership agreement for technology assistance requested
DRRM LGUs (DRRMOs)/ • Nature/extent of partnership agreement for technology assistance requested
NGAs • Policy recommendation for the project

The DOST-MIMAROPA website and social media
sites (Facebook & email) provide opportunities
for the Agency to hear from its customers. The
feedback application is designed to listen to what
the customers need, which will be disseminated
by the MIS unit to PSTCs/unit heads.
3.1a(2) Potential Customers. DOST-
MIMAROPA keeps business opportunities open
for former and new customers. Potential customers
are identified through forums, roadshows, fair
and trade exhibits, social media and international
and local conferences (see Fig. 3.1-2). Monthly
monitoring on current and former customers is
regularly conducted through visit, face to face
and/or phone conversations and or survey (using
Customer Feedback Satisfaction (CSF) forms).
Fig. 3.1-2 Mode of Listening to Potential Customers
Potential Customers Mode of Listening
MSMEs, CSOs/CBEs, Conferences, forums, gatherings, S&T
NGAs fair and exhibits, phone calls, emails,
social media, chats, request letters to
the Regional Director
HEIs, Students Conferences, gatherings, phone
calls, emails, request letters to the
Regional Director

15
3.1b 
Determination of Customer Satisfaction
and Engagement
3.1b(1) Satisfaction, Dissatisfaction and
Engagement. Customer surveys are conducted
after the delivery of services by all frontline units.
Customers are encouraged to fill-up the CSF form.
Feedbacks from website and social media sites
by the customers, will be and directly referred
to PSTCs, and DOST Regional Office Technical
Service Division Unit Heads.
Each PSTC has a focal person who consolidates
these forms and forwards to the Regional Office
for consolidation and analyses. The consolidated
results are then discussed to Senior Leaders during
semi-annual performance review and annual
management review to further improve and ensure
quality services to the customers.
Based on the customer listening mechanisms (Fig.
3.1-1), dissatisfaction feedbacks are acted upon
accordingly. This information could be obtained
verbally, written, sent electronically or through
simple conversations with the customers.
3.1b(2) Satisfaction Relative to Comparable
Organizations. DOST-MIMAROPA does not
currently obtain data and information on customer
satisfaction relative to comparable regional offices
(NGAs) but converge with them to meet the needs
of the customers.
3.2 Customer Engagement
3.2a Product Offerings and Customer Support
3.2a(1) Product Offerings. During the Strategic
Planning Process, Senior Leaders and the process
owners in the regional office and PSTCs, identify,
review, and update the organization’s key customer
groups and market segments based on the MVV (see
Fig. P1-1a) and a comprehensive look at current and
projected community needs. DOST-MIMAROPA
determines customer requirements for product
offerings and services by the listening mechanisms
shown in Fig. 3.1-1 and described in 3.1a(1).
Customer requirements for the kind and quality of
Agency services are determined through (i) listening
to the voice of the customers’ and (ii) compliance to
the statutory and regulatory requirements. (See Fig.
P1-3 Statutory and Regulatory Requirements and
Fig. P1-5 Key Customers and Stakeholders).
In strategic or action planning activity conducted,
DOST-MIMAROPA always considers enhancement
and innovation of services to attract new markets
and customers and to provide opportunities of
enhancing relationships with current customers. In
particular, this activity is done during the SWOT
Analysis where external and internal assessments
are discussed by each PSTC.
16
3.2a(2) Customer Support. DOST-MIMAROPA
process management starts and ends with
customers. Customer support requirements are
addressed functionally by the processes and by each
unit. DOST-MIMAROPA also provides key support
initiatives for its customers, such as: 1) empowering
each PSTC to handle customer care of the current,
former and potential customers; 2) establishment
of Public Assistance/Complaints Desk in all the
frontline offices of the agency; 3) posting of Redress
Procedure that is provided to customers where the
contact details of key personnel whom they can
contact; 4) DOST-MIMAROPA website; and 5)
social media accounts. Each office (Regional and
Provincial) treat every customer with respect and
importance and provide prompt delivery of services.
3.2a(3) Customer Segmentation. Based on the
Agency’s mandate, DOST-MIMAROPA serves
all customers such as MSMEs, CSOs/CBEs,
LGUs, NGAs, HEIs, and Students (See Fig. 3.1-2).
All services provided to customers are guided by
statutory and regulatory standards of the Agency.
3.2b Customer Relationships
3.2b(1) Relationship Management. The DOST-
MIMAROPA takes a step higher in promoting
its services by highlighting the accomplishments
of its clients in quad media namely, Lakas ng
Siyensya (in Radyo Negosyo), MIMAROPA Stars,
Press Conferences and sponsorships to local and
international events (training, seminars) for their
capacity building. Likewise, DOST-MIMAROPA
considers building good relationship with its
stakeholders a primary importance like that
of its partner technology provider, Futuristic
Aviation and Maritime Enterprise (FAME Inc.),
in upgrading the existing hydro meteorological
sensors in the region with the use of LoRaWAN
technology, who apparently was its previous
incubatee or tenant in one of DOST-MIMAROPA’s
project – the Palawan International Technology
Business Incubator (as seen in Section P.2)
Successful customers are invited as speakers or
mentors during the conduct of DOST activities
and events. It is important to note that with
their very satisfactory experience with DOST,
they voluntarily promote DOST services to
other potential customers and act or serve as
ambassadors or DOST Champions.
DOST-MIMAROPA goes beyond its usual efforts
of providing quality services and nurturing a
strong and trustworthy relationship with its clients
by taking into account the concept of customer
delight as shown in Fig.3.1-3.
3.2b(2) Customer Complaint / Feedback
Management. All complaints are acted accordingly.
Complaints against the delivery of services from
customers are obtained through the customer
satisfaction feedback forms given to customers right
after an activity or transaction. Customers are also
encouraged to send feedbacks through the agency’s
official website and social media sites.
Complaints obtained from CSF and through
electronic or online platforms are consolidated
and addressed immediately by process owners
(in the region) and PSTDs (in the provinces).
Complaints that cannot be addressed by process
owners are elevated to the respective members of
the SLT for appropriate actions. (Refer to PM- TO-
05-02 for the Procedures Manual on Handling
Customer Complaints) Summary of feedbacks is
submitted to the QMR to be presented during the
staff meeting and management review.
Corrective actions (refer to PM-DOST IV-B 06-
02, corrective action) are implemented by the
PSTCs, the concerned units, and the management
for any negative feedbacks and complaints by the
customers. If necessary, written communications
are sent to the customers.
Fig. 3.1-3 8 indicators of delighted customers
Joyful joyful and happy after receiving assistance from
DOST-MIMAROPA
Opportuned opportuned because of the result/impact of
DOST-MIMAROPA interventions
Self-less self-less / self-reliance and willing to share their
knowledge gained from DOST-MIMAROPA
Excited excited for more productive collaborations
Fullfilled fullfilled with DOST-MIMAROPA interventions
Innovative innovative customers and ingenious at
finding ways
Nurtured nurtured and become mentors or big sister/
brother to other MSMEs
Acquainted found acquaintance with DOST-MIMAROPA and
partnered in promoting/championing STI
Figure 4.1-1 Performance Measurement System
4: 
Measurement, Analysis and Knowledge
Management
4.1 Measurement, Analysis and Improvement
of Organizational Performance
4.1a Performance Measurement
4.1a(1) Performance Measures. Key performance
measures are identified and selected:
• During strategic planning as key performance
indicators in relation to strategic objectives and
action plans.
• When processes are declared in the quality
management system as measures of
effectiveness and efficiency. (QMS Manual)
• When projects and programs are adopted
as overall measures of project or program
accomplishment using Projects, Programs and
Activities (PPAs)
• Based on reports, data and information from
the provincial offices
• Based on BSC and KPIs to monitor progress
of organizational performance reflected on the
Monthly Accomplishment Report (Refer to
discussion in Cat 2)
The OPCR and IPCR serve as the performance
measurement tools of the regional office,
provincial offices and individual personnel. The
OPCR measures the achievement of the entire
Agency, and the IPCR measures the performance
of each personnel.
Simple analysis is used such as comparing current
year’s performance with last year’s. Internal
Audit, QMS Audit and COA observations are
also used to support the operational and strategic
decision-making and innovations.

Vision and Mission

Strategic Objectives / Major Final Output

Core Processes
○ S&T-based MSME and CBE Key Performance
Productivity
Data Indicator
○ Community Empowerment and
Resiliency 1. Records / Documents (Hard Copies) 1. KPM (using BSC approach)
○ Research, Development and 2. Electronic File 2. Success Indicators
Innovation (RDI) 3. Frequency of Tracking of Data
○ STI Human Resource (Daily, Monthly, Yearly)
Development Review System
1. Strategic Planning Workshop
Support Processes 2. Management Committee Meetings
○ Finance
○ HR 3. Management Reviews
○ IT 4. Performance Management Team (PMT) Meetings
○ General Services 5. OPCR / DPCR / IPCR
6. Internal and External Audits
7. Financial Review
8. Performance Reviews (Annual, Mid-term)

17
Fig. 4.1-1 summarizes the Agency’s performance
measurement system. This system depicts
how DOST-MIMAROPA carry out the flow
of directions from the Mission and Vision,
strategic objectives and MFOs to KPI and to
accomplishments through the use of OPCR
and IPCR.
4.1a(2) Comparative Data. The general
objective of gathering data from other regional
offices is for benchmarking. Selection criteria for
benchmarking of data could be in terms of the ff:
(1) a DOST RO with reported significantly high
performance to a specific indicator or measure;
(2) the demographics or profile of a region
relatively similar to the MIMAROPA region; and
(3) a DOST RO conducting the same or similar
set of PPAs.
The SLT reviews and analyzes these comparative
data, and assess the strategies employed whether
there is a need to adjust or re-strategize activities
to effectively correct and improve performance of
the office.
Such improved plan is then put into action and
review and calibrated based on the desired results.
4.1a(3) Customer Data. Customers as shown in
Fig. P1-5 include MSMEs, CSOs/CBEs, LGUs,
HEIs, and Students defined the requirements
and expectations.
Results in feedback and complaints are to be used
as additional voice-of-the-customers data and
information. The feedback mechanism used as
a channel to listen to the voice of the customer
which assess the level of satisfaction by the
customer in terms of different platforms such
as technology needs assessment (TNA), forums,
consultancies, meetings, techno-trainings, and
focus group discussions (FGD). For walk-in
customers, the office staff immediately asks their
concern so they can be referred to the appropriate
staff to handle their concern. Processes involving
handling customer feedback and customer needs
assessment based on the quality management
system (QMS) are internalized by DOST-
MIMAROPA personnel. Part of the agenda
during Management Reviews conducted by
DOST-MIMAROPA includes the evaluation of
the customer feedback data to determine ways
of improving its processes or strategies in the
delivery of its services and or enhancing its
internal processes.
4.1a(4) Measurement Agility. The results of
performance measurement system are regularly
reviewed by the Senior Leaders and key personnel,
committee heads and members through the
ManCom, management reviews and other staff
18
meetings. Reviews conducted include presentation
of results for the period, comparison with budget
(last year vs current year) including variance
analysis as against targets/standards. This is to
ensure that the performance management system of
DOST-MIMAROPA is able to respond to rapid or
unexpected organizational or external changes.
Moreover, the internal and external QMS audits
are conducted regularly to serve as controls
in ensuring that the processes, forms and
actions to non-conformities in relation to the
performance management system are updated
and continuously improved.
4.1b Performance Analysis and Review. DOST-
MIMAROPA conducts performance analysis and
review under the following settings:
• Monthly ManCom Meetings to ensure tracking of
performance, review progress and compliance of
the agreements;
• Regular PSTC Meetings to ensure tracking of
DPCR and IPCR, performance indicators review
progress and accomplishments of the MFOs;
• Periodic Performance Management Team’s
evaluation and assessments to ensure tracking of
OPCR, and IPCR
• Periodic review of financial data
• Strategic Planning Workshops to assess 3-year
performance and planning for short-term and
long-term with SWOT analysis
• Internal and External Audits
In addition, the DOST OUsec RO, in 2018 and 2019
conducted an Annual Panel Performance Review
for DOST-MIMAROPA grounding its assessment
on the BSC and standard KPIs set at the national
level and aligned to the regional office operations.
4.1c Performance Improvement
4.1c(1) Best Practice Sharing. DOST-
MIMAROPA for several years, has been
accomplishing high refund rate performance,
which is one critical indicator in the implementation
of DOST’s banner program for MSMEs, the
Small Enterprise Technology Upgrading
Program (SETUP) as seen in (Fig.7.1b-3 SETUP
Refund Rate). In 2017, during the Provincial
S&T Directors (PSTD) Conference joined by
all PSTDs nationwide, DOST-MIMAROPA’s
Provincial S&T Director in Oriental Mindoro
shared to the event participants strategies and
insights how to achieve such. Further, in 2018,
DOST-MIMAROPA has shared its Regional
R&D Database called Research and Development
Information Unified System (RADIUS), an
information communication technology (ICT)
– based platform that stores and provides data
analytics on the research & development and
innovation (RDI) data for use of State Universities
and Colleges (SUCs) in the region. Figure Fig.
4.1c(1) highlights some of DOST-MIMAROPA’s
Best Practices.
Fig. 4.1c(1) DOST-MIMAROPA Best Practices
Globalized Network
• DOST-MIMAROPA became a member of the Asia-Pacific
Incubation Network (APIN)
• Launched the Palawan International Technology Business
Incubator (PITBI), first international TBI in MIMAROPA Region
• Editor of international paper presented entitled, S&T Interventions
Towards Rural Industrialization in MIMAROPA Region for the
International Workshop on Application of S&T for Occupational
Villages Development, S&T Nam Centre, Hanoi, Vietnam
• PITBI, established by DOST-MIMAROPA in partnership with
Palawan State University (PSU) and MAD Incubator of Malaysia
was recognized as one of the members of the ASEAN Business
Incubator Network (ABINet)
• Initiated the collaboration with Universiti Teknologi PETRONAS
(UTP) Malaysia and MIMAROPA SUCs on the commercialization
of selected UTP technologies
• Organized and led the conduct of individual-country
observational study mission (I-OSM) and workshop on
Productivity Measurement of SMEs held in Malaysia for the
personnel of DOST ROs
• Lead convenor and facilitator of the partnership between
MIMAROPA SUCs and Asia Pacific University of Technology
& Innovation (APU) - Malaysia in developing a new curriculum
on Information Technology (IT) relative to our journey towards
Industry 4.0
• Led the delegation of DOST in promoting FIC-generated
products of all Regions in an event led by the Integrated News
and Current Affairs
• Hosted the ASEAN Business Incubation Model Implementation
last 2018 and the 2nd ABINet Annual Meeting
International Publication
○ Submitted and presented an international article for the APEC
Conference on Building a Co-Incubation Network entitled
“Exploring Co-Incubation Opportunities for Brooke’s Point
(Palawan, Philippines)
○ Presented an international paper about “Means and Models
of Services to SMEs” at the 2013 APEC Workshop on
Innovative Value Chain Based on Information Technology in
Chongquing, China
○ Published and international article in the Asia-Pacific
TechMonitor entitled, “Strengthening the Rural Enterprise
Development in the Philippines: The Brooke’s Point Kitchen
Incubator Model”
○ Researcher of the Baseline Study of ASEAN project
cooperation on “Strengthening Small and Medium Enterprise
(SME) Business and Technology Business Incubators
in Indonesia
Business Focus and Re-development
Going Halal
○ Spearheaded a Stakeholders’ Forum and Consultation
on “Going Halal” in partnership with PSU and Al-Qafilah
International (AQI) Sdn Bhd, an international organization
based in Malaysia which specializes in conducting
educational and training activities for Halal awareness.
DOST-MIMAROPA is currently implementing a project with
National Commission on Muslim Filipinos (NCMF) that aims
to organize a single Halal certifying body in Palawan to cater
the needs of business establishment and manufacturers of
food and non-food products.
Use of ICT-based platforms as part of KMS
○ Development and deployment of Regional R&D Database
called Research and Development Information Unified
System (RADIUS), an information communication technology
(ICT) – based platform on research & development and
innovation (RDI) data.
Enhanced MSME Program (SETUP) Monitoring/Refund Collection
○ Undertaking of innovative strategies in SETUP project
monitoring and client management that translated to the
agency obtaining high refund rate performance rating.
19
Publication
○ Led the publication of the “SETUP Success”, a compendium
of SETUP projects nationwide from 2010-2014
Community Resilience
○ Solar Energy System (SES) Technology for TeleMedicine
   -  Started the installation of Solar Energy System to Rural
Health Units with RxBoxes in Marinduque
   - Awarded as one of the 8 finalists at the 1st Benita & Catalino
Yap Foundation (BCYF) Innovation Awards for the entry
“Enhancing Healthcare Services in the Countryside while
Mitigating the Effects of Climate Change through Solar
Energy” in Malacañan Palace
○ Received the 2015, 2017-2019 Gawad Kalasag Award for
unwavering support in the conduct of DRRM activities
○ Received a Plaque of Recognition from the National Nutrition
Council (NNC) MIMAROPA for continually seeking to improve
the nutrition status in the region;
○ Sealed a partnership with the Futuristic Aviation and Maritime
Enterprises (FAME), for the project on the adoption of
transponder technology for early warning systems/Hydromet
Sensors for remote areas (with intermittent or no telco signal)
in MIMAROPA
DOST-MIMAROPA’s NETTE Best Practices
during COVID-19 Pandemic
The current COVID-19 pandemic has accelerated
a positive transformation in DOST-MIMAROPA,
adapting into the “New Normal” to sustain delivery
of programs and services to stakeholders, while
protecting both the stakeholders’ and employees’
wellbeing. DOST-MIMAROPA’s response and
transformation is summarized into five (5) best
practices as shown below.
• Nurturing Communication throughout
DOST-MIMAROPA. Clear and transparent
workplace communication has been maintained
by DOST-MIMAROPA by leveraging available
online tools for messaging or teleconferencing
such as zoom, viber, social networking sites,
email, and SMS to stay productive and reach
employees. Since restrictions were imposed,
DOST-MIMAROPA has been conducting its
regular meetings online.
• Enhancing Workforce Engagement. DOST-
MIMAROPA also adopted flexible working
arrangements to ensure health and safety
without compromising workforce engagement
and delivery of regular functions and quality
of services. Teleworking and staggered
working hours was implemented along
with appropriate management support such
as access to appropriate resources such as
laptops, subscription to teleconferencing apps,
communication allowances, and ICT support.
DOST-MIMAROPA is currently using a remote
desktop application called “Anydesk” to assist
employees working from home access their
work computers in the office. For physically
reporting in the office, the management
provided PPEs such as DOST-developed face
masks, face shields, and alcohols. Hiring of
 personnel specifically assigned to perform
regular disinfection as part of routine health
practices employed by the office.
• Timely Intensified Public Service Continuity.
The delivery of DOST-MIMAROPA programs
and services were not hampered, instead
intensified to further assist stakeholders affected
by the pandemic. For instance, beneficiaries of
the DOST SETUP were granted deferment of
refund payments from March to July to help
MSMEs in the region recover from the losses
incurred or continue to incur during the health
crisis. Also, DOST-MIMAROPA created
a flexible learning environment through
provision and maintenance of STARBOOKS
where students and educators are given access
to learning materials online. To strengthen its
resilience, DOST-MIMAROPA also worked
on updating its Public Service Continuity Plan
(PSCP) to identify and manage the risks of
the pandemic, established response plans, and
take necessary actions to minimize disruption
and ensure that the workplace and clients are
protected and prepared.
• Total Community Empowerment. DOST-
MIMAROPA along with fellow government
agencies, private institutions, and assisted
clients come together to help affected and
vulnerable communities in MIMAROPA in this
the pandemic. With the help of SETUP-assisted
clients, region’s frontliners, employees, and
underprivileged populations were supported
through various assistance including donation
of food, medicines, and other medical supplies;
distribution of relief packs; cash assistance; and
housing. DOST-MIMAROPA’s co-established
Innovation Laboratory in Puerto Princesa City
designed and produced 3D printed face shields
for hospitals and health centers in Palawan.
DOST-MIMAROPA with the assistance of
the Philippine Coast Guard also facilitated the
deployment of Specimen Collection Booths in
Oriental Mindoro Provincial Hospital, Ospital
ng Palawan in Puerto Princesa, and Coron
District Hospital. Also, DOST-MIMAROPA
facilitated the distribution of DOST- developed
10,000 face shields in the region as part its
COVID-19 response.
• E-learning Platforms for Senior Leaders,
Workforce, and Stakeholders. DOST-
MIMAROPA also continues to value learning
and capability building amidst the health crisis.
E-learning solutions are harnessed to guarantee a
risk-free learning environment for its workforce
and stakeholders. Employees are engaged in
online training courses through COURSERA
20
for skills development and to improve workforce
productivity. The organization also utilized
information systems such as TRACE and Facts
and Information Navigator for Documented
S&T Acquired Resources (FINDSTAR) to have
a centralized digital filing cabinet for internal
documents for easy retrieval and enhanced
workflow. Webinars are opened and conducted
for stakeholders to continue to provide learning
opportunities. DOST-MIMAROPA also
introduced two surveillance and monitoring
systems called FASSSTER and Tanod COVID
to assist LGUs in making science-based and
data driven actions to successfully cope with
the impacts of the pandemic. The MIMAROPA
Regional Task Force for COVID passed a
resolution to this effect, endorsing the adoption of
the FASSSTER and TanodCOVID Applications
of the DOST by MIMAROPA LGUs and other
relevant Planning Units / Entities from line
agencies (e.g. DOH and DILG) in the region.
4.1c(2) Future Performance. Performance
projections are determined using historical data.
The performance outputs of previous years
serve as basis of performance projection for the
succeeding years.
4.1c(3) Continual Improvement and Innovation.
During the strategic planning workshop,
management reviews, ManCom meetings, and
the Performance Management Team’s evaluation,
the performance review findings are reported
and inputted for possible continual improvement
and opportunities for innovations. They are
considered in the deliberations of the Senior
Leaders in the OPCR and PPAs. SWOT analysis
during the Strategic Planning workshop identifies
opportunities for improvement.
4.2 Knowledge Management, Information, and
Information Technology
4.2a Organizational Knowledge
4.2a(1) Knowledge Management. DOST-
MIMAROPA manages its collection and transfer
of workforce knowledge through documentation
of the processes into Quality Manual, uploading
of documented resources in the Knowledge
Management System (KMS), and implementation
of adopted and developed information systems.
Senior Leaders and its key personnel appreciate
the relevance of this KMS as a tool in the
planning process to significantly analyze the
critical points and basis for the enhancement of
the office implemented programs, projects and
activities (PPAs). Knowledge acquired by every
employees from different trainings and activities
are cascaded to all employees through the conduct
of Communication System (Fig. 1.1-2) and by
accessing the Facts & Information Navigator
for Documented S&T Acquired Resources
also known as the FINDSTAR System. This
FINDSTAR System serves as an online repository
/ library of documented knowledge-based
information of DOST-MIMAROPA employees.
This includes various documents and records like
ISO materials, activity reports, copies of training/
forum presentations, inter-office memoranda,
office meeting proceedings, and the like, that
are considered workforce knowledge which have
been shared and can be shared.
The DOST SL recognize the relevance of
Knowledge Management in the organization,
hence initiated the creation of a Knowledge
Management Systems Unit, co-managed by the
Management Information System and the S&T
Information and Promotions Units, is tasked to
identify, collect, store, secure, manage, and make
available to intended users, the knowledge and
information of the organization coming from
internal and external sources.
In 2018, a DOST project called Data Analytics-
Ready Info Unified System (DARIUS) was
implemented in DOST-MIMAROPA which
collects digitized copies of project profile, status
reports, repayment status, S&T interventions
and relevant documentation of SETUP and GIA
projects in the region. It also aims to centralize
the repository of information in the implemented
PPAs of every DOST Regional Offices. Other
supporting data for these SETUP projects were
then encoded by the different project coordinators
from the DOST-MIMAROPA Provincial
S&T Centers to facilitate population of the
information system.
Since then, the DOST-MIMAROPA started to
adopt and develop information systems relevant
to the management of critical office processes
which includes the (1) IMPRESSION System for
SETUP and GIA projects; (2) Hazard Notification,
Dissemination and Awareness (HaNDA) for
disaster preparedness and awareness response; (3)
Tracking, Retrieval, Archiving of Communications
for Efficiency (TRACE) for communication
tracking and management; (4) Electronic-
Modified Disbursement System (EMDS) for
fund disbursement management; (5) Electronic
New Government Accounting System (eNGAS)
for accounting financial records a; (6) Unified
Reporting System (URS) for budget management;
(7) Overall Morale Value Index (OMVI) Survey
System for human resource survey; (8) Research
and Development Information Unified System
21
(RADIUS) for R&D information management;
(9) Scholarship Management Information System
(SMIS) for scholarship monitoring; and (10) Facts
& Information Navigator for Documented S&T
Acquired Resources (FINDSTAR) for knowledge
management and collection.
These information systems complement the
integral processes of the office, which improves
the composition of the KMS and build new
knowledge for its internal and external users.
Also, through the development of this web-
based information systems knowledge is easily
transferred to every employee and stakeholders
through the use of internet technology.
DOST-MIMAROPA also deployed Science and
Technology Academic Research-Based Openly
Operated Kiosks (STARBOOKS) to different
schools in MIMAROPA. This STARBOOKS
popularly referred as the library-in-a-box a
knowledge and learning resource that provides
students and teachers with greater access to the
latest science, technology, and innovation (STI)
information to supplement their textbooks and
learning tools.
The Agency also installed two (2) S&T Nooks
or information kiosks in its PSTCs. These S&T
kiosks contain promotional materials and access
links to DOST-developed on-line platforms for
helping its stakeholders like e.g. MSMEs, on
learning and gaining access to DOST knowledge
products and services, which aids the agency in
promoting its S&T products in the market.
4.2a(2) Organizational Learning. DOST-
MIMAROPA requires all employees to submit
their training/travel reports, and have all relevant
knowledge materials such as brochures, slide
presentations or notes be made available to all,
through online distribution of copies or made
accessible on the KMS online database.
Further as part of the organizational learning,
employees, staff who were able to attend learning
symposiums, trainings, seminars, forums and the
like are requested to share or echo the learnings
they had from this knowledge transfer activities
during staff meetings. Conduct of echo trainings
is done especially those involving transfer of
learning from the regional to the provincial
personnel like the regular echo training for the
hydromet sensor troubleshooting and maintenance
done from 2016 to 2019. Aside from the e-copies
of learning materials available in its KMS
(FINDSTAR), the Regional Office and its PSTCs,
maintains its mini-libraries to provide access to
walk-in clients especially students who may want
to look for references in their respective subjects
of interest.
4.2b 
Data, Information, and Information
Technology
4.2b(1) Data and Information Quality. DOST-
MIMAROPA maintains the importance of quality
and veracity of data and information acquired as
it is being used, processed and basis for decision
making. Further this data and information may
be transferred or communicated with the agency
stakeholders making it essential to carefully
validate these data.
DOST-MIMAROPA employs the following to
check the validity/integrity and currency of data:
• Review data source. Assess the integrity,
reputability or character of the source.
• Cross referencing of data with other data
sources.
• Adoption of the document tracking system
(TRACE) that allows for organized, and timely
monitoring of correspondence circulated in
the office.
For QMS documents, files are encrypted and
controlled to manage access and reproduction of
such documents.
4.2b(2) Data and Information Security. DOST
MIMAROPA complies with the provision of the
Data Privacy Act of 2012 and recognizes the vital
role of information and communication technology
(ICT) in its core processes. In the collection of
personal and sensitive information to the clients
and customers through hardcopies or electronic
information systems, DOST-MIMAROPA
ensures that information provided will be handled
and treated with utmost confidentiality (in
compliance to provisions of Sec 13 and 16 of RA
10173 – Data Privacy Act of 2012) and shall only
be used for its intended purpose.
Information Systems implemented in the operation
and collection of sensitive data is managed by
different access accounts per level of authority
and secured with an encrypted password. The
system administrator granted the access and
management of sensitive data and information
only for the authorized user.
All workstations connected to the internet are
further enhanced with security features through
the use of licensed operating system and software,
and use of updated anti-virus and firewall system
to its locally-managed server.
Frequent database backup of implemented
information systems and quarterly preventive
maintenance of ICT equipment was also
conducted to enhance the security and decrease
the occurrence of system errors and glitches.
Moreover, hard copies of identified critical files are
kept in secured filing cabinets with only restricted
access from specific process owners or personnel.
22
4.2b(3) Data and Information Availability.
DOST MIMAROPA complies with the Freedom of
Information (FOI) Act through the Transparency
Seal making relevant data/information available
in the agency website to uphold the citizen’s
constitutional rights to information and state
policies to full public disclosure and transparency
in public service.
Relevant S&T data and information are made
available through the aid of web-based information
system such as IMPRESSION, HaNDA and
RADIUS. Posting of news and announcements
were also made through official social media
accounts (facebook and twitter) and the agency
information and public documents via the official
website, PhilGEPS and FOI Website. The public
can read and/or download this information online
for their consumption and reference. DOST-
MIMAROPA also maintained its physical library
for printed IEC, and reading materials.
4.2b(4) Hardware and Software Properties.
DOST-MIMAROPA, through its newly-created
Management Information Systems (MIS) Unit,
leads the management of its hardware and software
properties. The unit aims to provide assistance
in the management of office ICT projects and
current IT-Infrastructure.
The office secures that a licensed software is
installed for each workstation, the MIS also
conducts periodic preventive maintenance to the
office ICT hardware and software properties,
frequent back-up procedures to workstation data
files, and often software updating and vulnerability
checking for maintained local servers.
For alternate data storage and back-up, the office
also maintains a Network-Attached Storage
(NAS) for every office, unit and section relevant
files. Application / information systems hosted
via cloud hosting and local server hosting were
periodically checked for system upgrade and
maintenance. Firewall for locally maintained
servers were installed and often checked for
privacy and security issues.
4.2b(5) Emergency Availability. DOST-
MIMAROPA secures and maintains a back-up of all
significant files of the office through the aid of cloud
storage (Google Drive and Microsoft One Drive)
and in a local Network-Attached Storage (NAS).
For locally hosted information systems used in the
office operation and data collection, a frequent back-
up procedure is conducted as part of the security and
contingency plan of the MIS. Workstations at DOST-
MIMAROPA are installed with an Uninterruptible
Power Supply (UPS) to resolve issues on unsaved
documents during power outages.
5: Workforce
5.1 Workforce Environment
5.1a Workforce Capability and Capacity
5.1a(1) Capability & Capacity. DOST-
MIMAROPA assesses its overall manning
recruitment based on DBM-approved Staffing
Pattern/Plantilla positions, CSC Qualification
Standards, through OPCR ratings/performance
accomplishments and in concurrence to the
Program to Institutionalize Meritocracy and
Excellence in Human Resource Management
(PRIME-HRM) of the CSC. PRIME-HRM is a
mechanism to continuously capacitate human
resource in the performance of their functions;
recognize best practices in the various areas of
human resource management; and serve as a
venue for exchange and development of expertise
in human resource management in the Philippine
public service. The current organizational
structure (Fig. P.1-4) was reviewed in conjunction
with the rationalization plan to address duplication
of functions and adjustments in the job description
around the key programs and services of the
Human Resources of DOST MIMAROPA, in
order to attract and retain new members. Regular
employees are offered good compensation
package including competitive benefits such
as those provided for by the Magna Carta for
Engineers, Scientists, and other S&T Workers and
CNA between SIKAT and DOST management.
Personnel are organized and engaged to achieve
the commitments and targets of the organization
through the conduct of Staff and Management
Committee Meetings. Approved OPCR targets
are cascaded to the different Units/ Offices and
monitored regularly. All personnel are required to
submit IPCR accomplishments.
Different committees are created and given
specific functions and responsibilities to handle
special tasks based on issued guidelines. Some of
the important committees and offices under HR
are shown below:
Fig. 5.1-1 Human Resources Committees and Offices
L&D
Plans, seeks and pursues
individual development
opportunities

due to new technologies introduced.

DOST-MIMAROPA sees it fit that each personnel Grievance Committee CODI
Assists in work-related Acts on the
is equipped with knowledge and appropriate skills issues giving rise to complaints against
to perform effectively towards the attainment employee dissatisfaction the employees

of the MVV as well as to be responsive to the

customers’ needs. Competency Assessment also PMT
serves as guide by mid-level management and Ensure the
development of
unit supervisors when determining employee performance
measures for each
competency level, establishing performance position in the office
PSB
with the assistance
standards for specific posts, and evaluating of the different Unit Hiring, selection
and recruitment
employee performance. Heads. Review
Evaluation
Performance
5.1a(2) New Workforce Members. The Accomplishment of PRAISE Committee
personnel
recruitment process is based on PRIME Enhance nominations for the Office
Level awards and incentive
HRM. The process starts with the publication rewards, and recommended
nominees to the DOST level
of vacancies in the CSC Bulletin of Vacant awards, rewards, recognition and
incentives to motivate personnel to
Positions. To reach a wider, more diverse range excel are provided, based on
of applicants, vacancies are posted through the PRAISE Guidelines

portal and websites (DOST-MIMAROPA and

JobStreet). In prior years, these were only posted
on the bulletin of CSC and DOST. Applicants go
through a series of evaluation through written
examinations and interview by the Personnel
Selection Board (PSB), the Human Resource unit
ensures that the appropriate persons are hired.
Appointments are given to the most qualified
applicants and newly hired employees are
oriented about DOST’s MVVs. They are provided
with mandatory compensation package, including
GSIS, PhilHealth and Pag-IBIG and privileges
(leave credits).
5.1a(3) Work Accomplishment. The
organizational structure (Fig. P.1-4) is designed
5.1a(4) Workforce Change Management.
DOST-MIMAROPA prepares personnel for
adjustments in capability and capacity needs,
ensures continuity and promotes growth through
continuous communications, local and foreign
trainings / scholarship programs, job enrichment
programs, management succession programs, and
job coaching / mentoring.
5.1b Workforce Climate
5.1b(1) Workplace Environment. DOST-
MIMAROPA complies with legal requirements,
Regional Director’s directives, personnel profile,
and feedback from personnel in addressing
workplace environment factors (Fig. 5.1-2).

23
With this, the regional office maintains a work 5.2a(2) Drivers of Engagement. Key factors
environment that is not only conducive but is also that affect workforce engagement are determined
safe for each of its employees. through an open and candid communication
Fig. 5.1-2 Workplace Environment Factors & Requirements between senior leaders and potential employees
Workplace Program/ Performance during job interviews and revalidated during
Environment Factors Facility Measure the annual IPCR discussion/performance
& Requirements
Office productivity: Provision of proper • Results of
appraisal. Workforce satisfaction, motivation,
Provide clean, lighting, air-con, Internal and engagement are measured through the
organized, well
maintained work area
fresh plants, office
equipment, Facilities
Audit semestral performance appraisal, during
maintenance; which senior leaders are encouraged to ask the
waste segregation
and disposal employees about self-perceived training needs
Health: Recreational — and other support mechanism that will enable the
Encourage a healthy
lifestyle
activities (sports fest,
Zumba fitness)
employees to perform their jobs more competently
Safety: minimize Basic Occupational • No. of and confidently.
workplace accidents Safety and Health Accidents
Effectively respond to (BOSH), Basic Life • % of 5.2a(3) Assessment of Engagement. DOST-
Support Training, First
safety emergencies
Aid Training, Disaster
employees
trained
MIMAROPA uses the IPCR performance
Preparedness (Fire
Drill, Earthquake Drill)
accomplishments/ratings, attendance and
Security: Prevent Visitors/Customer • No. of
participation in office activities as indicators
Theft, personal harm waiting area; office law incidents of employees’ engagement and satisfaction. In
enforcement, CCTV
addition, employee feedback from formal and
Accessibility make Access ramps • No. of PWD
Office accessible to and elderly informal mechanism such as conduct of employee
PWD/Elderly dialogues, meetings, management reviews,
Conducive for Teambuilding • No. of
building synergistic (sports activities, teambuilding flag rites and daily interactions and two-way
collaboration among Christmas party) activities communication approaches provide the ManCom
employees conducted
with insights on engagement and satisfaction
5.1b(2) Workforce Benefits and Policies. Apart issues and concerns. The office conducts regular
from the basic salary, mandatory compensation survey of its Overall Morale Value Index (OMVI)
package are given including the following: Maternity which is a method of identifying factors that
Leave, Paternity Leave, Monetization of Leave hinder quality improvement through statistical
Credits, Anniversary Bonus, Clothing Allowance, evaluation of the morale level of employees.
PEI, PBB, HMO and 13th and 14th month pays. The survey determines the level of morale of
These incentives/benefits cover all permanent employees and determine the readiness of the
employees regardless of their position/salary grade. office to implement productivity and quality
Contractual employees are given salaries that are improvement programs. The survey is segregated
20% higher than their regular counterparts. per division, PSTC and employment category
Personnel are encouraged to have a healthy which will facilitate the identification of problems
lifestyle and to increase awareness on their health and issues of the employees, thus enabling the
condition by undergoing medical check-ups and office to cater to their needs.
recreational activities.
5.2a(4) Performance Management
5.2 Workforce Engagement
Fig. 5.2-1 Awards and Recognition
5.2a Workforce Engagement and Performance 1. Awards
Office Level
5.2a(1) Organizational Culture. DOST- a. Best Performing PSTC (SETUP Refund Collection)
MIMAROPA maintains an “Innovation, b. Best Performing PSTC (SETUP Liquidation)
Excellence, Commitment, Integrity, Teamwork, c. Best Performing PSTC (GIA Liquidation)
and Empowerment” (i-EXCITE) culture. Individual awards
Employees are encouraged to innovate, to be the a. Employee of the Year
best in what they are doing, to finish the assigned b. Best in Technical Matters
tasks on time, to be honorable in everything c. Best in HR Matters
d. Best in Office Attendance
that they do, to work well with others and to
e. Best in Office Punctuality
continuously capacitate human resource in the f. Best Supportive Staff
performance of their functions. They also foster g. Most Outstanding PSTC Support Staff (FAD’s Choice)
organizational culture of open communication, h. Best in Flag Ceremony Attendance
high performance work, and engaged personnel i. Best in Flag Retreat Attendance
by using multiple channels of communications, 2. Incentive Awards
such as but not limited to conduct of orientations, Loyalty Incentive Reward
a. 10 years b. 15 years c. 20 years d. 25 years e. 30 years
dialogues, meetings and management reviews.

24
The cycle starts from the establishment of the
strategic goals which are then translated to
workable PPAs as reflected in the operational
plan. These PPAs are measured through target
KPIs which are then cascaded from the office,
division to the individual targets as part of their
IPCRs. These are then followed by performance
appraisal, and recognition and rewards for
exemplary performance and identification of
areas for improvement and the necessary actions
to address the same. Among the highlights
of workforce rewards and recognition under
the DOST-MIMAROPA system are shown
in Fig. 5.2-1.
5.2b Workforce and Leader Development
5.2b(1) Learning and Development System.
Formulation of Competency Development
Program (CDP) addresses the identified gaps
that would support the achievement of the action
plans and address strategic challenges. Trainings,
coaching, and mentoring are also conducted in
order to address the problems encountered during
the implementation of the programs and projects
and enhance innovation.
5.2b(2) Learning and Development
Effectiveness. IPCR ratings/results are evaluated
relative to service delivery performance. Training
needs are evaluated and personnel are provided
with trainings to equip them with the necessary
skills and attitude to eventually improve service
delivery and customer satisfaction.
Fig. 6.1-1 DOST-MIMAROPA Process Diagram
MANAGEMENT PROCESS
Strategic Management
RELEVANT INTERESTED PARTIES
Planning
Operations
and Internal
Support
Control
SUPPORT PROCESSES
Finance and
Administrative Services
Processes
• Budget / Cashiering
• Supply and Property
• Human Resource Development
Effectiveness of learning and development is also
evaluated through stakeholders and partners’
feedback and training evaluation. In addition,
DOST-MIMAROPA, through its CDP, does
competency gap analysis annually whereby the
individual competency level of an employee is
matched with the competency level required
by the job to which he is assigned. Trainings,
coaching, and mentoring are also conducted in
order to address the problems encountered during
the implementation of the programs and projects
and enhance innovation.
5.2b(3) Career Progression. DOST-MIMAROPA
manages career progression and succession
planning by way of merit and promotion,
nomination to the Management Succession
Program (MSP), attendance to local and foreign
trainings/scholarship programs and leadership
and development opportunities. The MSP was
established to identify and develop a corps of
future leaders to ensure leadership continuity.
This also aims to develop a pool of management
talents, hone their leadership competencies
through learning facilitations that may include
formal education, job rotation or cross posting,
immersion, mentoring and coaching and enable
DOST MIMAROPA personnel to finish higher
level of education for career advancement.
6: Operations
6.1 Work Processes
6.1a Product and Process Design
Management Review General QMS Processes
RELEVANT INTERESTED PARTIES
CORE PROCESSES
Technical
Product/ Review and
Services
Services Improvement
Processes
General Support Information
Services Technology (IT)
• Procurement • Communication
• Property Management • Documents / Records
25
6.1a(1) Product and Process Requirements.
DOST-MIMAROPA work processes are
designed based on CSC Rules and Regulations
and rationalized core functions. The Senior
Leaders determine key service and work process
requirements through the Strategic Planning
Process. Information from the voice of customer
(VOC) gathered from the different listening
mechanisms (Figure 3.1-1), Citizen’s Charter;
research on best practices; and close collaboration
with partners, collaborators, and suppliers/
vendors also help DOST-MIMAROPA determine
key requirements.
The work processes that include requirements and
performance measures are stated in Figure 6.1-2a
and Figure 6.1-2b, respectively. This established
work processes are designed to respond to the
needs of the stakeholders and partners. The
SLT, regularly reviews all processes as part
of its continual improvement, and addresses
opportunity for improvement based from the audit
findings of the internal and external auditors.
The key requirements are stated in the DOST
-MIMAROPA Quality Manual (Document Code
QM-DOSTIVB-08-02) with corresponding
detailed references.
Fig. 6.1-2a Work Process
• Technical Services Processes to include the following:
Technology acquisition/upgrading, technology trainings, and
productivity consultancy, physico-chemical and microbiological
laboratory testing and calibration; metrology (mass and
volumetric calibration services); S&T Scholarships; S&T
Promotion; e-commerce, S&T Forums, and RDI support
• Finance and Administrative Services Processes to include
the following : Budget/Accounting/Cashiering, Supply and
Property, Human Resource Development, and General Support
Services/Maintenance
• General QMS Processes to include the following : Risk
Management, Management Review, Handling Customer
Feedback / Complaints, Customer Satisfaction Measurement,
Control of Documented Information, Internal Audit, Control of
Non-conforming Product, and Corrective Action

Fig. 6.1-2b Key Process Requirements and Performance Measures

Key Processes Objectives Output Key Performance Standard / Target Resource
Measures Requirements
Technical Service To maximize Enhanced No. of customers assisted PM-TO-TTC- 05-01 Workforce,
Processes efficiency productivity (SETUP, GIA, CEST, PM-TO-TTC- 05-02 financial
(Technology acquisition while Consultancy, Training, PM-TO-TTC- 05-03 resource,
& upgrading/ producing Mentoring, Forums); No. of PM-TO-TTC- 05-04 infrastructure/
technology transfer S&T interventions provided PM-TO-TTC- 05-05
goods and equipment/
& commercialization, (SETUP, GIA, CEST, PM-TO-TTC- 05-08
services Consultancy, Training, PM-TO-TTC- 05-11 technology
training, consultancy, which Mentoring , Forums), No. of PM-TO-STP- 05-01
laboratory testing & effectively jobs created, PM-TO-STP- 05-02
analysis, metrology, fulfill No. of testing services and PM-TO-STP- 05-03
S&T Promotion, S&T customer calibration services provided, PM-TO-HRD- 05-01
Forums), e-commerce, needs. No. of RSTL customers served, PM on RSTL ISO/IEC
and RDI Support No. of DRRM-related 17025
collaboration with stakeholders
No. of press releases
Finance and To develop Effective Percent allotment obligated PM-FAD- Workforce,
Administrative budgetary/ functioning of against allotment received, SUPPLY-05-01 Funds,
Services Processes financial plan. FAD Resource allocation and Equipment,
(Accounting, To monitor utilization, PM-FAD- Information
Budgeting/Cashiering, and manage SETUP refund rate SUPPLY-05-02 Systems,
Supply & Property, expenditures performance, Tools for
Human Resource within allotted Percent of COA IAS PM-FAD -05-01 Assessment,
Development, & budget. findings addressed within Facilities,
General Support To develop prescribed period, Percent Purchasing &
Services/Maintenance) and maintain nonconformities addressed, Inventory,
standard Results of internal audit, Process
financial and No. of accidents, Controls,
administrative % of employees trained, Documents &
procedures. No. of incidents, Records
No. of teambuilding activities
conducted

Staff turnover rate, Staff

morale survey
General QMS To coordinate Process Results of internal and external PNS ISO 9001:2015 Workforce,
Processes (Risk & direct efficiency surveillance audits QMS infrastructure,
Management, DOST- Guide to ISO 9001 QMS Accreditation PM-DOST IV-B-03-01 environment for
Management Review, MIMAROPA’s continual maintained the operation
Handling Customer activities improvement of processes,
Feedback/Complaints, to meet efforts and monitoring
Customer Satisfaction customer and adoption and measuring
Measurement, Control regulatory of data for resources, and
of Documented requirements. evidence- organizational
Information, Internal based knowledge
Audit, Control of decision
Nonconforming making.
Product, & Preventive/
Corrective Action

26
6.1a(2) Design Concept. Key services are
designed by the management to ensure that work
processes involved in the service delivery are
achieved in order to satisfy key customers and
stakeholders requirements as shown in Fig. P1-5.
Outputs of the work system are delivered via
work processes, programs and/or projects. Work
process/program/project design proceeds from
the general work system design.
• The basic work process/program/project design
is developed by the Senior Leaders based on
legal requirements, in line with overall output
requirements of the work system. The work
process/program/project design specifies the
key inputs and outputs, applicable policies
and guidelines procedures, responsibilities
and authorities, monitoring and evaluation
mechanisms, resources and the required forms
and reports. These are deployed to the all offices
including the PSTCs via office orders and other
related laws and issuances.
• The Comprehensive Regional Operations
Manual (CROM), which was done by designated
representatives of all DOST regional offices
who served as the core group that made the
manual, served as initial reference for the
DOST-MIMAROPA’s QMS Quality Manual
(QM). The respective Process Owners closely
collaborated with the Document Controller in
conceptualizing and verifying all corresponding
processes needed in the completion of the
QM and PM which were later recommended
by the head of office. DOST-MIMAROPA
incorporates the work process/program/project
in its QMS, and develops a Quality Plan (for
core operational processes). Subject to DOST
policies and guidelines, procedures, programs,
projects, and activities (PPAs) are adapted to
the organizational set-up and work conditions
prevailing at the implementing offices.
Whenever there is an opportunity, information
communication technology (ICT) applications
are used to enhance quality, speed, productivity
and accessibility.
6.1b Process Management
6.1b(1) Process Implementation. The work
process is shown in the DOST-MIMAROPA
Process Diagram (Fig. 6.1-1) with the adoption
of ISO 9001:2015 Quality Management System.
DOST-MIMAROPA also adopts the PDCA
Framework to manage work processes (see Fig.
6.1-4). In addition, implementation is driven by
objectives and strategies on MFOs which are
aligned with the DOST-MIMAROPA MVVs.
Based on the OPCR and IPCR, personnel are
27
required to achieve the commitments and targets
of the organization. Approved OPCR targets
on process/program/project performance are
cascaded to the different units and PTSCs and
are reviewed regularly. Execution of process/
program/project activities are guided by its
Quality Plans.
Frequent monitoring of both in-process and
outcome measures during day-to-day operations
enables DOST-MIMAROPA to ensure that work
processes are meeting its requirements. Feedback
from the customers and assessment of turnaround
time of service delivery (e.g. collection of
laboratory samples, cycle time, release time) are
also used to improve processes.
6.1b(2) Support Processes. Support processes are
defined as those necessary to support the delivery
of direct services to customers, stakeholders and
partners. Key support processes are determined
through the Strategic Planning Process as part
of the SWOT analysis and during the design of
key work processes. DOST-MIMAROPA’s key
support processes and related requirements are
identified in Fig. 6.1-3.
Fig. 6.1-3: Key Support Services
Key Support Services Key Requirements
Human resource - Periodic review of workforce
development performance
- Updated information on leave credits
and salary, and salary adjustment
- Encourage training programs that are
needed in each unit
Budgeting, accounting
and cashiering
- Prudent management and use of
government funds and resources
- Timely provision of financial
requirements for every project and
personnel
Procurement - Compliance to government rules and
regulations
- Ensure shorter time for procurement
calendar
-E  nsure transparency in transactions
Property management - Secured government facilities
-A  dequate and functional facilities
Management - Easy access to user-friendly
information systems information systems
6.1b(3) Product and Process Improvement.
The PDCA Framework (Fig. 6.1-4) is likewise
applied at the process/program/project level.
Opportunities for improvement (OFIs) are
determined from different avenues. One is
through the environmental scanning (e.g. through
SWOT) being done in the planning process
to determine the internal and external gaps or
issues influencing the organization. Another is
through the assessment e.g. (through internal and
external audits/performance evaluation) done on
the actual performance of the organization vis-
a-vis the set targets and parameters. Likewise,
this could also be done through the feedback of
clients, partners and other stakeholders on the
 Fig. 6.1-4 PDCA Framework of DOST-MIMAROPA
organization. Corrective and/or preventive actions
are taken in order to address performance gaps,
and may involve:
• Changes in the Quality Plan, including
checking/inspection, measuring and monitoring
arrangements
• Changes in work instructions/processes
• Changes in the design of process/program/
project monitoring forms and reports.
As process, program and project are continually
monitored on a day-to-day basis, corrective/
preventive actions may be taken whenever
monitoring indicates a significant gap (or potential
gap) in performance. Any personnel can request
for a preventive and/or corrective action, on the
basis of process monitoring.
If necessary, the required infrastructure support
in terms of additional equipment, logistics, and
technical support are provided, to the different
units and offices. This may include upgrading
of IT is also provided to improve access to the
website/portal/online system for the effective
and efficient service delivery, and address any
operational concerns.
6.1c Innovation Management. DOST
-MIMAROPA manages its innovation by
deciding to reduce the number of projects and
invest more funds to those that will bring a dent
28
and positive impact to the communities and can
be sustainably implemented.
The regional office decides to pursue a strategic
opportunity that is determined to be an intelligent
risk, the organization institutes risk assessment
using its risk registry covering all processes.
These risks are evaluated during an ISO audit. Any
innovations or improved processes are constantly
monitored over time for performance against
requirements or to detect changing customer
needs (pls see 2.1(a)2 Innovation). To ensure
availability of financial and other resources,
the Senior Leaders are making sure that budget
allocation is prepared earlier than expected.
Networking and linkages with other NGAs/LGUs
are being sustained while CSOs for fund sourcing
serves as counterpart for any specified projects.
When determined to be no longer viable or capable
of effectively meeting customer or organizational
requirements, these innovations or processes
are discontinued.
6.2 Operational Effectiveness
6.2a Process Efficiency and Effectiveness. The
overall cost is controlled through standardization
of processes and systems. Fig. 6.2-1 are
mechanisms used to prevent or minimize costs to
improve the work system and make sure that it
remains competitive in the long term.
 Fig. 6.2-1: Cost Control Mechanisms 6.2c Safety and Emergency Preparedness
Cost Mechanism to prevent or
minimize the cost 6.2c(1) Safety. Providing a safe operating
Defects Clear specification requirements, environment is systematically addressed such
accreditation of suppliers, evaluation of post
sales services as the following: (1) Familiarize employees on
Service errors Standardization, systematization, the building evacuation plan; (2) Provision of
procedural, automation, cloud-computing, fire extinguishers/alarm systems, first aid kits,
scanning of documents, prioritization,
enhancement of personnel competence. information materials on emergency preparedness;
Reworks Strict implementation of quality plan, (3) Conduct pest control and maintenance; (4)
systematization, adherence to procedures Provision of quality safety gears to employees in
Customer’s Standardization, systematization,
productivity losses automation of control of non-conforming
charge with weather monitoring stations; and (5)
products/services. Conduct safety trainings to employees. DOST-
Cost of inspection/ Use of automation technology with built- MIMAROPA addresses accident prevention,
tests in checking
inspection, root-cause analysis of failures, and
Process and Internal audit, self-evaluation and
performances correction, feedbacks, deviation from recovery by conducting review and updating of
audits standard analysis, standardization, the Risk Registry and thoroughly discussing the
systematization, procedural
Hiring mistake Set specific criteria for every position.
specified risks and safety during management
Hire employees who can keep up with reviews and during audits of internal and external
work demands. parties. The Public Service Continuity Plan
Scheduled
payment overdue
Pay invoices as early as possible to
avoid penalty.
(PSCP) of the Regional Office and respective
Energy costs Be greener. Find ways to save on provincial offices provide operational actions
energy costs. that will be undertaken in response to various
Repair/ Implement preventive maintenance on forms of disruptive incidents to ensure continuity
Maintenance cost all assets.
of operations through the restoration of mission
The financial status of each unit (utilization rate essential functions.
and remaining balances) are being discussed
6.2c(2) Emergency Preparedness. In 2018,
during the monthly meetings, copies of which are
DOST teamed up with the University of the
sent to each process owner and provincial office
Philippines – Training Center for Applied
to effectively monitor the fund utilization and
Geodesy and Photogrammetry (UP-TCAGP) and
make adjustments if necessary.
the Office of Civil Defense (OCD) to provide an
6.2b Supply Chain Management. DOST- immerse training-workshop for the Disaster Risk
MIMAROPA is guided by RA 9184, otherwise Reduction and management (DRRM) officers
known as the Government Procurement Reform in the MIMAROPA region on newly-developed
Act, which codifies all pertinent laws and rules flood-hazard maps.
governing government procurement. The Supply DOST-MIMAROPA has instituted emergency
and Property Unit follows the defined procurement mechanisms (Fig. 6.2-2) to ensure continuous
process that involves the following: delivery of programs and services to the customers
• supplier selection and accreditation and partners. Reliance on supplier and partners
• purchase requisitions, budgetary approval is taken into account by the SLT by ensuring
• assuring quality, quantity, timeliness the quality and integrity of equipment delivered
• supplier performance evaluation and installed in the workplace and supplied for
Database of Suppliers is maintained and regularly partners. The regional office also intensifies
updated. Conduct of accreditation of suppliers by networking with partners concerning disaster
the Bids and Awards Committee using the Supplier preparedness and mitigation and to enforce
Information Sheet is ensured. When participated resilience to disaster risks and climate change.
and selected, there is a required post-delivery Fig. 6.2-2: Emergency Mechanisms Prevention/ Preparedness
activity (maintenance and other supplementary Emergency Mechanism to address disaster and
services) incorporated on the agreement between Stages emergencies
the concerned parties. After the post-delivery, the Management • Implementation of the Public Service
Continuity Plan (PSCP)
Supply and Property Unit conducts an evaluation ○ Activation of the Emergency
that would serve as basis for continuity of the Response Team
supplier to participate in the procurement or possible Prevention/
Preparedness
• No smoking policy in work office/area
○ Regular conduct of fire and
delisting from the roster of accredited suppliers. earthquake drill
Control of externally provided processes, products ○ Provision of Building Evacuation Plan
• Fire drills are conducted
and services are specified in the Quality Manual • Earthquake drills are conducted
(Document Code QM-DOST IVB-08-04). • Disaster emergency plan is designed as
an SOP

29
 • Constituted Emergency Response Team Regional Domestic Product (GRDP). These
to handle and monitor disaster and
emergency plan
regional offices are DOST-CAR, DOST-Region 2
• Disaster Management Trainings as part and DOST-Caraga.
of capacity building for the Emergency
Response Team to respond to disaster and Table 7-1 Regions with similar Percentage Contribution to
emergency situations the Gross Regional Domestic Product (GRDP)
Continuity of • Maintenance of related equipment. Region 2014 2015 2016 2017 2018 2019* GRDP
operations • Generator sets/ UPS MIMAROPA . . . 1.7 1.5 1.5 1.5 1.6 1.5
• Checking of building integrity
CAR . . . . . . . . . 1.8 1.8 1.7 1.7 1.7 1.7
○ Secure office premises and properties and
protect vital records and files Region 2 . . . . . 1.9 1.8 1.7 1.8 1.7 1.8
Recovery • Back-up procedure are integrated in disaster Caraga . . . . . . 1.2 1.2 1.2 1.1 1.1 1.2
and emergency plan as stipulated in the
* Philippine Statistics Authority data to be released October 2020
PSCP
○ Implement recovery strategies
Rehabilitation • Clearance of debris and restoration of
7.1 Product and Process Results
vital facilities to ensure delivery of mission
essential functions 7.1a 
Customer-Focused Product and Service
Results
7: Results Small Enterprise Technology Upgrading
MIMAROPA is unique among all regions. It Program (SETUP)
is composed of island provinces without any DOST-MIMAROPA’s commitment to spur
reliable, regular and direct transport link between economic growth in the region can be observed
provinces. In geographic terms, no other regions through its implementation of one of DOST’s
had its provinces located on separate islands as banner programs, the Small Enterprise Technology
the MIMAROPA. For purposes of comparison, Upgrading Program or simply SETUP.
DOST-MIMAROPA took performance data DOST-MIMAROPA surpassed its target number
for 2015 to 2019 period from other regions with of assisted MSMEs by an average of 38.16% as
similar percentage contribution to the Gross reflected in Fig. 7.1a-1. The results exceeded its
Fig. 7.1a-1 Number of DOST-MIMAROPA’s SETUP-assisted MSMEs
250
MIMAROPA
CAR

215 216 Region 2

Caraga
Target
200
(Exceeded the targets by an
Average Increase of 38.16%)

150

117
113

100 93
88
80
73 71
69
64
57 60
54 52 51 55
50 46
38 41

0
2015 2016 2017 2018 2019

30
 Fig. 7.1a-2 Number of SETUP Projects Funded

MIMAROPA Target

60 55
50
48
50
41
40 45

30

20

10

0
2015 2016 2017 2018 2019

targets and with sustained favorable trends. It The interventions provided by the program
also indicates DOST-MIMAROPA’s drive to exceeds its target by an average of 72.50% as
fulfill its mission of providing technology-related shown on Fig. 7.1a-3. Technology needs are
assistance to MSMEs. systematically evaluated based on Technology
In Fig. 7.1a-2, a favorable trend can be observed in Needs Assessment by DOST-MIMAROPA which
resulted to definite technology interventions
meeting its target number of projects funded every (PM-TO-TTC-05-01 / Conduct of TNA). This
year for the past five (5) years. The indicators is indicative of the intensive efforts by DOST-
show the effectiveness of the organization in MIMAROPA to enhance competitiveness and
achieving improvements in the productivity and productivity of MSMEs through technology
efficiency of MSMEs. interventions as it fared with other DOST-ROs.
Fig. 7.1a-3 SETUP Technology Interventions
1000
MIMAROPA 929
CAR
Region 2 855
Caraga
800 777
Target

(Exceeded the targets by an

Average of 72.50%)
621
600

482
449
397
400
315
296
260

200

103 88 92 98
38 69 54 54 60
51

0
2015 2016 2017 2018 2019

31
 Fig. 7.1a-4 Number of Technology Training conducted
350
MIMAROPA CAR
313
Region 2 Caraga
300 Target
(Exceeded the targets by
an average increase of 92.9%) 249
250
220

200
168
146 150
150 131
114 121
111

100
60
43 37 37
50 30

0
2015 2016
Technology Training Services
Technology training complements the various
assistance provided to clients under CEST,
SETUP, and CBE-GIA in order to increase their
capacity to adopt and maximize the utilization
of new technologies, and to promote innovation
in their strategies and products. Fig. 7.1a-4
shows a summary of the number of technology
training conducted by the four regions. DOST-
MIMAROPA conducted a total of 652 training,
Fig. 7.1a-5 Number of Training participants
10000
MIMAROPA CAR
Region 2 Caraga
2017 2018 2019
61
which is 92.9% higher than the set target.
Alongside the conduct of technology training, the
number of participants exceeded the target by an
average of 279.7%. As summarized in Fig. 7.1a-5,
the number of participants from the DOST-
MIMAROPA’s conducted training, exceeded the
other regions except Region 2. This demonstrates
the agency’s commitment to reach out to more
participants who could gain more knowledge
from the training.
Target
8078

(Exceeded the targets by an

average increase of 279.7%)
8000
6300

6000
4569

3599

3578
3493

4000
3043

3015
2899

2399
1713

1504

1484
1474

1253

815

2000
967

967

945
750

0
2015 2016 2017 2018 2019

32
Consultancy Services Through DOST’s Deployment of Early Warning
Fig. 7.1a-6 indicates the number of assisted firms System (DEWS) project, where early warning
under consultancy, meeting the target from technologies including Automated Rain Gauge
2015-2019. The results provide increase in sales, (ARG), Water-Level Monitoring Station (WLMS),
production, production yield, and productivity. Tandem – ARG with WLMS, and Flood Early
Among the firms assisted under Consultancy, 13 Warning Station (FEWS) were installed across
were able to acquire FDA –LTO. the region to aid in the decision-making of LGUs
Fig. 7.1a-6 Number of firms assisted under Consultancy
and mitigate the harm brought about by natural
and human-initiated disasters. For the period
300
MIMAROPA CAR
290 2015-2019, DOST-MIMAROPA deployed a
total of 81 early warning devices—ARG, AWS,
Region 2 Caraga
WLMS, Tandem, and FEWS—in strategic areas
Target across the region. The DOST-MIMAROPA,
250 through these installed sensors, capacitates local
communities and LGUs in conducting disaster
mitigation measures for their constituents. In
2017, the DEWS project concluded and then
200 transitioned to a new project on the deployment of
Flood Early Warning Systems (FEWS) which are
siren-enabled sensors installed in strategic areas
162 to assess critical levels of water and make alert
warnings before occurrence of flood. Likewise in
150 2019, in partnership with a local innovative startup
Futuristic Aviation and Maritime Enterprise
(FAME, Inc.), transponder-enabled hydromet
sensors were deployed to pilot sites in the region
100 where there are weak or no TelCo signals. This
84 84 84 84 84 innovation allows for reliable and sustainable
disaster response and mitigation measures in
64
52
critical disaster prone areas in the region.
50 41 42
35 36 36 Research and Development (R&D)
28 30
Fig. 7.1a-7.1 Number of R&D projects funded
12
Accomplishment 12
0
2015 2016 2017 2018 2019 Target
10
Disaster Risk Reduction and Management
Weather Sensors. DOST-MIMAROPA
8
Regional Director, as the vice Chairperson
for Disaster Prevention and Mitigation of
the Regional Disaster Risk Reduction and 6
Management Council, is actively involved in
the implementation of programs and delivery of
services designed to significantly improve the 4
level of resilience to disaster of communities in
the MIMAROPA Region. 2 2
Table 7.1a-1 Installed HydroMet devices in MIMAROPA 2
1
ARG WLMS ARG FEWS Trans- Total
with ponder
WLMS -enabled 0
sensors 2015 2016 2017 2018 2019
2015 . . . . 5 5 2 12
2016 . . . . 11 9 2 22 R&D is another key thrust of DOST-MIMAROPA.
2017 . . . . 1 2 10 13
For 2015-2019, a total of 17 R&D projects were
2018 . . . . 4 2 15 21
2019 . . . . 6 2 5 5 13
funded through its GIA program as reflected in
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Fig. 7.1a-7.1. DOST-MIMAROPA accomplishment
has been in an increasing trend over the years.

33
 Fig.7.1a-7.2 R&D Projects per province funded by GIA Fig. 7.1a-9 Technologies Promoted
25 24
Occidental Mindoro 5 Target
5
Oriental Mindoro Accomplishment
Marinduque
20 19
Romblon
4
Palawan

15
3

222 10 9
2

6 6
1 11 11 1
1 5

0
0 0
2015 2016 2017 2018 2019 2017 2018 2019

Fig.7.1a-7.2, meanwhile, shows the distribution Technologies developed by DOST RDIs funded
of R&D projects funded through local GIA per by DOST Sectoral Councils were promoted
province of the MIMAROPA region. across the region through conduct of forums,
Fig. 7.1a-8 Amount of R&D Expenditures conferences, technology pitching, and trainings.
8000
These promotional activities involve LGUs,
Amount (in ’000)
7198.41
SETUP clients, and private partners who
could be the possible adoptors of the featured
7000
technologies. Fig. 7.1a-9 shows the annual number
of technologies promoted.
6000
Fig. 7.1a-10 Number of Adopted Technologies
Developed by DOST
5000 20
Target
4055.59 18
Accomplishment
4000
16

3000 15

2000

10
1000 620.00
200.00
0
2015 2016 2017 2018 2019 5
5
Correspondingly, there is an increasing trend in 3
terms of funding for R&D activities as reflected in 2
1
Fig. 7.1a-8. For 2015-2019, DOST -MIMAROPA
has funded P12,073,996.50 worth of R&D projects 0
2017 2018 2019
in the region. Increased investment in R&D is
expected as DOST-MIMAROPA has identified Fig. 7.1a-10 shows favorable indicators since 2017.
R&D as one of the priority core components in its The targets were significantly exceeded in 2018
investment map, a move that will ensure investing and 2019. It also indicates DOST-MIMAROPA’s
in R&D projects that will create significant impact drive to fulfill its mission of promoting and
in the region. accelerating technology adoption in the region.

34
 Fig. 7.1a-11 Technology adoptors
Target
Accomplishment
56
60
50 45
40
30
20
10 5 5 5
0 and colleges (SUCs) and other stakeholders.
2017 2018
In 2019, 59 adoptors of DOST developed
technologies are mostly LGUs, cooperatives, and
associations. The result shows a sustained increase
in the number of technology adoptors. As some of
such technologies include the PCIEERD’s Eco-
Sep Technology for wastewater treatment, STII’s
STARBOOKS, FPRDI’s technology on Wood
Finishing Techniques, PCAARRD’s Long-line
Green Mussel Production Technology, ITDI-
developed Acetator Kit, and FNRI’s Rice Mongo
Curls & Crunchies.
It also indicates DOST-MIMAROPA’s drive to fulfill
its mission of stimulating innovation and promoting
and accelerating technology adoption in the region.
Fig. 7.1a-12 Number of GIA projects implemented
Grants in Aid Projects
To continuously bring science and technology
59 solutions to the countryside, DOST-MIMAROPA
funded various projects on TBED, assistance to
R&D, CEST and RSTIE.
For the past five years, DOST-MIMAROPA
has implemented a total of 193 GIA projects all
over the region. This provides favorable result as
shown in Fig. 7.1a-12. The accomplishments were
attributed to the strong linkage established with
local government units (LGUs), state universities
2019
This result indicates significant attainment of
DOST-MIMAROPA’s goal of increasing the
productivity and efficiency of communities and
production sector.
The number of projects implemented translated
to a total of 248 technology interventions (GIA)
which include technology needs assessment
(TNA), innovation support system through
provision of various equipment for manufacturing
and food processing and establishment of
community factories, among others. As shown in
Fig. 7.1a-13, the five-year accomplishment of the
DOST-MIMAROPA demonstrated a sustained
delivery of S&T interventions provided to its
clients that consequently results to sustained
economic activities in the region.
The number of customers assisted under the GIA
Fig. 7.1a-13 Number of Technology Interventions (GIA)

50 48 100
Target Target 94
Accomplishment 46 Accomplishment

40 39 39 80

30 60 58

49

21
20 40
34

10 20
13

0 0
2015 2016 2017 2018 2019 2015 2016 2017 2018 2019

35
program displays a favorable trend as displayed S&T Promotion
in Fig. 7.1a-14. The customers range from Through the years, DOST-MIMAROPA has
community-based enterprise to LGUs and SUCs. been active in undertaking promotion projects
The remarkable number of customers assisted and activities to contribute to the increase of
indicate a significant achievement of DOST- visibility and application of DOST programs,
MIMAROPA’s mandate. services, developed technologies, and products,
Fig. 7.1a-14 Number of Customers Assisted (GIA) among others.
60 57
For the past five years, the agency has widened
Target
53 its reach in various media platforms by putting
Accomplishment
49 in investments and forging partnerships with
50
prominent media groups and personalities
working for quad-media (Print, TV, Internet, and
40 37 Radio) not only in MIMAROPA but in the other
regions as well (Fig. 7.1a-16a).
30
Fig. 7.1A-16a S&T Promotion accomplishment
(via quad-media)
20
20 3000
MIMAROPA CAR

2720
Region 2 Caraga
10
Target

0 2500
2015 2016 2017 2018 2019

Fig. 7.1a-15 Distribution of Projects

35 33 33
31 2000

1789
30 29

25
22

1399
20 20 1500
20
17
14

1111
15
1044
12

987
10 9
7 1000
5
5 3 3
2 2
1 1
0
539
484

0
410

2015 2016 2017 2018 2019 500

295
181

Technology-based Enterprise Development

247

236
214
173

177
134

170

Research and Development

99

138

Community Empowerment through Science and Technology

Reinforcing STI Ecosystem
0
2015 2016 2017 2018 2019
Majority of the projects implemented for the past
three years are classified under the technology- DOST-MIMAROPA harnessed the virtually
based enterprise development. However, a limitless potential of the internet to reach massive
significant decrease in the number of projects audiences. From 2015-2019, the internet remains
can be observed in 2018 as more funding was to be the most used platform for information
channeled to projects under the CEST program dissemination as shown in Fig. 7.1a-16b. Through
and RSTIE. At least 6% of funding is allocated to its official website (region4b.dost.gov.ph) and
R&D as displayed in Fig. 7.1a-15. The distribution social media sites, the agency creates a tailored
results illustrate the wide spectrum of S&T experience that fits its audiences’ interests best by
assistance directed towards different target sharing timely science news and features, science
priority areas which ultimately effects growth trivias, and events and announcements. The
and development through science, technology and agency also posted creative digital contents such
innovation (STI) in the region. as videos and infographics developed by the S&T

36
 Fig. 7.1a-16b S&T Promotion DOST-MIMAROPA Fig. 7.1a-18 Number of S&T Forums and Clinics
accomplishment (via quad-media)
120
800 119

800
664
700 100

580

573
553
600
80
459
500 66
60 54
400 331
298

300

201
40

188
161
200 24 24
107
86

20

73
65
53

100
45

37
35
32

0 0
2015 2016 2017 2018 2019 2015 2016 2017 2018 2019
Radio Print TV Internet
As shown in Fig. 7.1A-18, S&T forums on
promotions unit. In the past five years, DOST- DOST programs, services, and technologies
MIMAROPA consistently exceeded its targets are conducted regularly to encourage dialogue
in terms of press releases. This S&T promotion among and between clients and partners. Forum
results indicate the strong and serious efforts of topics are varied and identified according to
DOST-MIMAROPA to intensify and accelerate priorities, current scenario, and collaboration with
S&T culture in the region. communities tied to these places. These conducted
As shown in Fig. 7.1a-17, DOST-MIMAROPA forums provide avenue to continuously promote
also holds S&T fairs, exhibits, and contests to DOST-developed and or funded technologies
personally meet and interact with stakeholders which were adopted in the region as reflected in
in the region. The result provides remarkable Fig. 7.1a-10.
number of S&T Fairs conducted from 2015-2019. The activities resulted to a sustained trend from
DOST-MIMAROPA puts premium in supporting 2015 to 2019 on the promotion and information
the National Science and Technology Week and dissemination of available new DOST technologies
conducting its Regional Science and Technology aimed at stimulating innovation.
Week Celebration, Regional Invention Contests
and Exhibits, and its very own Science, 7.1b Work Process Effectiveness Results
Technology, and Innovation Roadshow, among
7.1b-1 Process Effectiveness and Efficiency
others, to ensure that the agency engages with the
people in the communities despite difficulties due Fig. 7.1b-1 Number of AOMs
to the region’s geographical features. This shows 8
the noteworthy efforts of DOST-MIMAROPA
compared with DOST-CAR in fostering creativity 7
and innovativeness among the stakeholders. 6
6
Fig. 7.1a-17 Number of S&T Fairs
5 5 5
35
MIMAROPA 4
31
CAR
30
2
25
20
20 19 19
17 0
15 15 15 2015 2016 2017 2018 2019
15 13

9 As shown in Fig. 7.1b-1, DOST-MIMAROPA

10
strives to address AOMs to effectively implement
5
STI governance. From 2015-2019, a total of only
28 observations were received from COA which
0 reflects a strong challenge for DOST-MIMAROPA
2015 2016 2017 2018 2019 to effectively sustain its fiscal management.

37
 Fig. 7.1b-2 Number of Disallowances Figure 7.1b-2 – b. Number of New NCs (Internal Quality Audit)
1.0 Year Minor Major
1 1 2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 0 0
0.8 2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 0 0
2017 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 0 0
0.6 2018 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 0 0
2019 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 0 0
0.4
Figures 7.1b-2-a and 7.1b-2-b illustrate the result
0.2 of the internal and external audit findings in terms
0 0 0 0 0
0.0
of issued non-conformities (NCs) in relation to
the agency’s compliance to ISO 9001:2015 quality
2015 2016 2017 2018 2019 management system (QMS). Since 2015, there
* These reported disallowances are not unique to were no major non-conformities issued to DOST-
DOST-MIMAROPA as the same were also issued in other DOST
Regional Offices. The nature of these disallowances is on the MIMAROPA for both the external and internal
interpretation of the guidelines for the computation of longevity pay
for DOST personnel that the DOST-Central Office issued. To date
audits conducted.
the issue is still being settled by the DOST. Fig. 7.1b-3, meanwhile, shows an increasing trend to
the overall accomplishment of DOST-MIMAROPA
Fig. 7.1b-2 shows a remarkable drop in the number from 2015-2019 in terms of SETUP Refund Rate.
of disallowances issued by COA from 2015-2019. The results strengthened the position of DOST-
This is an indication that DOST-MIMAROPA is MIMAROPA for being a top-notch Regional Office
attaining effective STI governance by addressing by being benchmarked by all regions in terms of
refund rate. For five consecutive years, DOST-
observations issued by COA. MIMAROPA perseveres in ensuring that client
Figure 7.1b-2 – a. Number of New NCs (External Audit) obligations are met on a monthly basis. Compared
Year Minor Major with regions like Region 2, CALABARZON, Region
2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 0 11, Region 8 and Region 9, DOST-MIMAROPA’s
2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 0 refund rate serves as a model of effective project
2017 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 0 management. This effective refund rate management
2018 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 0
represents a significant realization of DOST-
2019 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 0
MIMAROPA’s goal of efficient STI governance.
Fig. 7.1b-3 SETUP Refund Rate
100

97 97
96
95 95
95 94
93 93 93
92 92

90 90
90 89
88 88
87

85 85 85
85
83

80 80
80

75
2015 2016 2017 2018 2019

MIMAROPA CALABARZON Region 9

Region 2 Region 11 Target

38
7.1b(2) Emergency Preparedness. As part be carried out in all different offices under DOST-
of securing the data and files of the office MIMAROPA. Table 7.1A-2 shows the number of
Programs, Projects and Activities, DOST- drills conducted.
MIMAROPA adopted the IMPRESSION System Table 7.1b-2. Number of drills conducted
to serve as knowledge repository and/or back-up Year Earthquake Fire Total
of files related to the projects implemented by drills drills
the office like the GIA and SETUP. Digitized 2017 . . . . . . . . . . . . . . . . . . . . . . . 0 0 0
2018 . . . . . . . . . . . . . . . . . . . . . . . 3 1 4
forms, documents and related files of the project
2019 . . . . . . . . . . . . . . . . . . . . . . . 3 1 4
were uploaded and stored in the web-based
information system. A total of 699 project profiles Through this plan and the regular conduct of
were encoded in the system since 2009, which preparedness drills, there were no record of any
comprises of 265 GIA and 434 SETUP projects. accidents in the office.
Through the Unified Laboratory Information Fig. 7.1b-2 Number of installed available and functional
Management System (ULIMS), an electronic equipment for emergency preparedness
database of laboratory records, the integrity of 150 136
test results is maintained and assured. ULIMS is
implemented at the DOST-MIMAROPA Regional 120
Standards and Testing Laboratory (RSTL).
Part of the overall emergency preparedness 90
plan is the preparation and adoption of the
Business Continuity Plan (BCP) which details 60
the procedure to be undertaken by the Regional
Standards and Testing Laboratory to make sure 30 16
23
its services will continue even after fortuitous
events. In 2018, DOST-MIMAROPA reviewed 0
2015 2016 2017 2018 2019
and updated its PSCP. Also, aside from the safety
of the lab personnel, another major consideration
Provision of available and serviceable equipment
was the fortification or safeguarding of the
for its personnel and staff is one of the key
very sensitive (and salvageable) lab equipment/ measures of DOST-MIMAROPA to ensure work
instruments, to ensure functionality even after effectiveness. There is a steady increase from
such calamitous events. Moreover, lab samples and 2015-2019 as shown in Fig. 7.1b-2.
hazardous wastes pose health and environmental
risk concerns that the disposal and handling 7.1C Supply-Chain Management Results
procedures need to be carefully planned. To facilitate the procurement process, inventory
systems are being developed to effectively
Availability of Disaster and Emergency monitor and account the office’s record of stocks
Preparedness equipment and tools or supply which also features means to check the
DOST-MIMAROPA equipped its office with routing of stock items in the process.
the necessary emergency preparedness tools The DOST-MIMAROPA ensures that procured
which are readily available in designated areas materials are delivered within the agreed timeline.
in the regional and provincial offices and the As shown in Table 7.1C-1, there is a significant
laboratories. These include fire extinguishers, improvement relative to the targeted time of
first-aid kits, emergency kits, hard hat, stretchers, delivery versus the actual time of delivery.
thermal scanners, safety shoes, disaster safety
Table 7.1C-1 Percentage of deliveries executed based on
vest, safety harness, and tactical suit. timeline

Availability of Public Service Continuity Plan 2015 2016 2017 2018 2019
Target . . . . . . . . . . . . . . . 41 72 63 29 79
for DOST-MIMAROPA
Actual . . . . . . . . . . . . . . . 40 67 59 28 79
PSCP is a tool for the organization that would % . . . . . . . . . . . . . . . . . . . 97.56 93.05 93.65 96.55 100
ensure its continued delivery of products and
services at acceptable predefined levels following DOST-MIMAROPA accomplished its set targets
disruptive incidents. Included in this PSCP are for indicators identified to ensure procurement
specific protocols to undertake during and after transactions are completed on time. Delivery
an incident. Emergency teams were created and period of common-use office supplies and
assigned to handle specific responsibilities in the equipment, consumables, and PPEs are delivered
occurrence of the aforementioned disasters and within agreed timeline based on the days/months
calamities. Also, part of these are planned drills to indicated in the conformed Purchase Order.

39
 On the other hand, Property, Plant, & Equipment
that underwent bidding process have delivery
period aligned to RA 9184 with at least 120 days.
7.2 Customer-Focused Results
7.2a Customer-Focused Results
7.2a(1) Customer Satisfaction. Customer
satisfaction is measured through the overall
Fig. 7.2a-1 Overall Customer Satisfaction Rating
customer satisfaction rating from the customer
satisfaction feedback survey conducted throughout
the whole year by DOST-MIMAROPA. Customer
satisfaction results in 2015-2019 remain to exceed
the targets for the five consecutive years as shown
in Fig. 7.2a-1 demonstrating the organizations
sustained commitment of achieving very high
satisfaction rating from the programs and services
it provides its clients.

100% 99%
98% 98% 98%
97% 97% 97%
96%
96% 95% 95%
94% 94%
93%
92% 92% 92% 92%
92%
90%

88%

85% 85%

84%

80%
2015 2016 2017 2018 2019

MIMAROPA CAR Region 2 Caraga Target

Table 7.2A-1 indicates the customer feedback/ Fig. 7.2a-2 Number of customers served
complaint results received by DOST-MIMAROPA. 120

111
From 2015-2019, there was only one reported
customer complaint incident regarding the DOST
scholarship program. This was immediately 100
addressed by the concerned unit and learnings
76.5

from the incident were integrated in the updated

79

80
70.9

procedure manual.
63.8

Table 7.2a-1 Customer Feedback / Complaints

60
48.3

Tech. Tech. Tech. Prod. Scholar- RSTL

44.9

48
48

Acquisition & Training Forum Consult- ship

42.3

Upgrading ancy
36

36

36

40
35

2015 0 0 0 0 0 0
25.6

30
24.3

2016 0 0 0 0 0 0
28
20.6

18.1

2017 0 0 0 0 0 0
12.6
12.5

20
11.3

10.8

2018 0 0 0 0 0 0
9.4

2019 0 0 0 0 1 0

7.2a(2) Customer Engagement. Building customer 0

relationship is important for the growth and 2015 2016 2017 2018 2019
sustainability of an organization. An indication of a
Technology acquisition Productivity consultancy
high customer engagement is the favorable number and upgrading (x10)
of customers who avail the programs and services of Technology
Technology forums (x10)

DOST-MIMAROPA. trainings (x10) RSTL

40
As illustrated in Fig. 7.2a-2, the number of Fig. 7.3a-2 Distribution of personnel based on
field of specialization
customers served, particularly the community-
based enterprises (CBEs), through the technology 3%
acquisition/ upgrading. For the RSTL, the number 9%
0%
of customers served increases yearly. The total
number of customers increased by over 10 times 1% 3%
in 2015-2019.
41%
7.3 Workforce-Focused Results
7.3a Workforce Results
7.3a(1) Workforce Capability and Capacity.
DOST-MIMAROPA employs high-caliber
personnel to ensure the achievement of its goals in
becoming the standard of performance excellence to 35%
ensure the delivery of exemplary public service to
meet customer satisfaction. These personnel ensure 8%
that DOST-MIMAROPA remains proactive and
anticipatory in identifying and addressing the needs
and expectations of stakeholders. Engineering & Technology Health Science
The diverse field of specialization of DOST- Natural Science Humanities
MIMAROPA personnel ensures prompt delivery Social Science Others
of innovative solutions to the wide array needs of Agricultural Science High School & Below
its customers and stakeholders.
DOST-MIMAROPA puts weight on improving Fig. 7.3a-3. Number of training attended by DOST-
its workforce capability and capacity through MIMAROPA personnel
provision of appropriate training interventions. Top Management Supervisory Rank & File
Fig. 7.3a-3 presents the number of training
attended by its workforce from 2015-2019. 50
Training provided within DOST-MIMAROPA
enhances the performance of its personnel in
order to achieve productivity, competitiveness,
42
and excellence.
Fig. 7.3a-1 Distribution of DOST-MIMAROPA personnel 40 39
based on educational attainment 38
36
1%

3%
8% 13%
30
27

8% 23

20 19 1919

16
14
13

67% 10 9

5
Doctorate BS/BA 3

MA/MS Post High School

0
Post BA/BS High School & Below 2015 2016 2017 2018 2019

41
7.3a(2) Workforce Climate. Workforce health, Fig. 7.3a-5 Workforce Retention
security, and safety are on top of the 96.3% 98
100
DOSTMIMAROPA’s responsibilities. As shown
in Fig. 7.3a-4, the number of Health Maintenance 81 82 79.3% 80.6%
Organization (HMO) membership continued to 80
increase from 2015-2017, though dropped in 2018,
but rose again in 2019. Fit and healthy workforce
60
ensures effective performance of their functions.
Fig. 7.3a-4 Number of HMO membership
40 40

39 39 17 19
38 20
38
37 3
36 0
2015 2016 2017 2018 2019
35 Total No. of Personnel
34
No. of Resigned, Retired & End of Contract
Retention Rate (%)
32
The morale value index survey of each employee
30 attributed to workforce retention in DOST-
2015 2016 2017 2018 2019 MIMAROPA. This ensures job satisfaction and
willingness to contribute to the realization of the
7.3a(3) Workforce Engagement. As shown organization’s mandate and functions.
in Table 7.3a-3, the result indicates that DOST-
MIMAROPA creates a positive work environment 7.3a(4) Workforce Development. DOST-
for its employees to effectively deliver its Plans, MIMAROPA established a continuing program
Programs, and Activities (PPAs). for career and personnel at all levels and creates
an environment and work climate conducive to
Fig. 7.3a-3 Overall Morale Value Index (OMVI)
the development of skills, talents and values for
100% better public service (as shown in Fig. 7.3a-3).
Target Accomplishment
7.4 Leadership and Governance Results
7.4a Leadership, Governance, and Societal
79.86% Responsibility Results
80%
7.4a(1) Leadership. The Senior Leaders regularly
67.09%
conduct mentorship, consultations, face-to-face
meeting and discussion with staff particularly on
60% 60% the assessment of employee performance. Regular
60% and contract of service employees are assessed
and evaluated through the Individual Performance
Commitment and Review (IPCR). Results to support
the statement, the Senior Leaders encourage two-
way communication from the result of the customer
40% satisfaction feedback (as shown in Fig. 7.2a-1.)
Fig. 7.4a-1 Number of Memorandum/Special Order Issued
80
67
70
60
20%
50 39
40
30
15 18
20 13
0 10
2018 2019 2015 2016 2017 2018 2019

42
The number of memorandum and special order
from the regional director are presented in Fig.
7.4a-1. The effectiveness of communication with
the workforce is shown with results that exceed
targets from Table 7.3a-3 and Fig. 7.3a-5.
Fig. 7.4a-2 Career Executive Service Performance
Evaluation System
Outstanding
Very Satisfactory
Satisfactory
Unsatisfactory
2015 2016
As shown in Fig. 7.4a-2, the result provides a
remarkable evaluation for the DOST-MIMAROPA
Regional Director. The achievement of effective
governance contributed to the realization of
DOST’s intermediate vision as the leading
ASEAN science, technology and innovation
instrumentality and agency by leading DOST-
MIMAROPA as a dynamic prime mover of
science, technology and innovation solutions for
inclusive regional development.
7.4a(2) Governance. Fig. 7.4a-3 reflects
DOSTMIMAROPA’s financial performance and
management vis-à-vis COA rules and regulations
through the number of Audit Observation
Memorandum (AOM) addressed. AOMs are
issued by the COA at the end of each year. For
each AOM issued, DOST-MIMAROPA ensures
that it is addressed. As of December 31, 2019,
AOMs issued by COA for the year 2015-2017
were all addressed. In a way, the input provided
by COA also contributed to the improvement
of DOST-MIMAROPA’s processes and ways of
doing business – particularly on its technology
transfer activities and financial operations.
Fig. 7.4a-3 Percentage of COA findings addressed
100%
80%
60%
40%
20%
0%
2015 2016 2017
COA Target Accomplishment
7.4a(3) Law, Regulation and Accreditation.
DOST-MIMAROPA establishes and maintains a
quality management system in accordance with
the statutory requirements of ISO 9001:2015. Its
RSTL establishes and maintains laboratory QMS
in accordance with the requirements of ISO/IEC
17025:2017. DOST-MIMAROPA received its new
certification for the transitioned ISO Quality
Management System 9001:2015 Standards.
Fig. 7.4a-4 Percentage of non-conformities addressed
100% 100% 100% 100% 100%
83%
80%
60%
2017 40%
20%
0%
2015 2016 2017 2018 2019
The DOST-MIMAROPA RSTL, the first ISO/
IEC 17025:2017 – accredited laboratory based
in Palawan, renewed its accreditation from the
Philippine Accreditation Bureau (PAB) for the
Calibration and Biological Testing which will
continue until June 2022; for Chemical Testing,
results of evaluation, assessment findings, and other
relevant records and documents were submitted to
the PAB Final Evaluation Process for review and
recommendation. The laboratory, however, is in the
period of transitioning to ISO/IEC 17025:2017. Fig.
7.4a-4 illustrates the percentage of non-conformities
addressed by the RSTL.
7.4a(4) Ethics. DOST-MIMAROPA has only one
(1) incidence of violation against ethical behaviors
through the years, implying high ethical and moral
standards of the SLs and entire workforce. DOST-
MIMAROPA ensures that integrity is exuded in all
its organizational activities. DOST-MIMAROPA
personnel are oriented on the Code of Conduct
and Ethics of DOST Personnel. Committees on
Grievance and on Decorum and Investigation
have been created to respond to breaches of ethical
behavior. Immediate settlement of grievance at
the lowest possible level is encouraged.
7.4a(5) Societal Responsibilities
DOST-MIMAROPA had emphasized making
meaningful results and impacts to ensure that
science, technology, and innovation contribute to
solving societal problems. Programs that directly
bear on helping address long-standing social
2018 problems such as disaster risk, malnutrition,
poverty, lack of access to clean and potable
43
 Fig. 7.4a-5 Number of Communities Assisted As part of DOST-MIMAROPA Quality
8 Management System, the Office’s HRDP adopts
7 Competency Assessment Process which is used
7
by mid-level management and unit supervisors
6 in determining employee competency levels,
5
5 establishing performance standards for specific
posts, and evaluating employee performance. It is
4 a guide for developing position-specific attributes
3 3
3 and must be customized for individual positions and
2 DOST-MIMAROPA personnel’s competencies
2
were evaluated based on QMS protocols. The
1 current skill level of the core, technical, and
leadership abilities of each staff is evaluated and
0
2015 2016 2017 2018 2019 compared to the degree of importance to work of
each competency. The level of gap of the current
water, access to education through ICT, waste skill level as against the degree of importance to
water pollution, and lack of access to livelihood work is identified. For each competency with a
opportunities have been implemented through gap, specific interventions are provided.
the Community Empowerment through Science
Fig. 7.4b-1 Overall Performance Commitment Rating
and Technology (CEST). The number of CEST
projects implemented in the region has continually Outstanding
increased since 2015 as shown in Fig. 7.4a-5.
DOST-MIMAROPA has assisted a total of 13
communities in the five provinces of the region
which demonstrates its commitment in uplifting
the lives in the countryside. Very Satisfactory

7.4b Strategy Implementation Results. Based

on the Strategic Plan of DOST-MIMAROPA
under Learning and Growth Perspective,
the three strategic objectives in relation to Satisfactory
HRDP are to continue empowering workforce,
strengthen harmonious work environment
and maintain an “Innovation, Excellence in
Leadership, Commitment, Integrity, Teamwork,
and Empowerment” (i-EXCITE) Culture. The Unsatisfactory
competency of all staff is evaluated according to
these strategic functions based on QMS protocols,
and a Training Plan was prepared accordingly.
The core interventions for staff development
aligned from the above strategies in the Training
Plan were on Continual Improvement/Quality 2017 2018 2019
Management Systems (QMS), Risk Management
Awareness, Supervisory Development Program, For the past three years, DOST-MIMAROPA
Productivity Improvement for Public Managers has acquired a very satisfactory (VS) equivalent
Course, Organizational Development, and rating in its Office Performance Commitment
Project Management and Monitoring Courses. Rating (OPCR). This result manifests that all the
Aside from these regular seminars and trainings organization’s PPAs were implemented with the
attended by the staff, participation in conferences highest level of quality, efficiency, and timeliness,
and forums related to the aforementioned are consistent with DOST-MIMAROPA’s vision to be
also encouraged like the Innovative and Creative the standard of performance excellence and well-
Problem-Solving Forum, Conference on Inclusive esteemed prime mover of science, technology and
Filipinovation, and International Conference on innovation for inclusive growth in the region.
Public Sector Productivity.

44
7.5 Financial and Market Results As shown in Fig. 7.5a-1, DOST-MIMAROPA has
a very high rate of funds utilization, signifying
7.5a Financial and Market Results
the effectiveness of activities and the high rate of
7.5a(1) Budgetary and Financial Performance productivity. High fund utilization demonstrates
Fig. 7.5a-1 Percentage Utilization of Budget effective STI governance, leading the organization
99.79% 99.43% 99.91% 99.90% to become a dynamic prime mover of STI solutions
98.99%
100% for inclusive regional development.
As shown in Fig. 7.5a-2, the trend of the budget
allotment is favorably increasing over the years
(2015-2019). The result shows that DOST-
80% MIMAROPA has been consistently exerting efforts
geared towards maximum social and economic
benefits for the people.
DOST-MIMAROPA funded more than P315
60% million worth of projects, amount per year is
shown in Fig. 7.5a-3 and Fig. 7.5a-4. The result
provides significant amount of assistance from
2015-2019. This shows that DOST-MIMAROPA
40% puts its premium on improving the lives of people
in the countryside through the enhancement of the
productivity of the communities and production
sector as evidenced by the increasing budget
20% allocation for DOST-MIMAROPA per annual
national expenditures program.
7.5a(2) Market Performance. Currently the
0% market segment for DOST-MIMAROPA products
2015 2016 2017 2018 2019

Fig. 7.5a-2 Allotment obligated against allotment received (in ’000,000)

200M

156.8 156.8

150M
131.5 130.2

107.7 107.6
99.8 99.2
100M
75.9 75.7

50M

0
2015 2016 2017 2018 2019

Allotment Received Total (in ’000,000 Pesos) Allotment Obligated Total (in ’000,000 Pesos)

45
Fig. 7.5a-3. Amount of Assistance under SETUP (in ’000,000) Fig. 7.5a-4. Amount of Assistance under GIA (’000,000)
60M 50M
55.5 46.2

41.7
50M
40M

39.5
40M
35.1 30M

29.9 30.2
30M

20M
16.6
20M 15.0

10M
10M
5.6

0 0
2015 2016 2017 2018 2019 2015 2016 2017 2018 2019

include MSMEs/CBEs, LGUs, researchers and includes students in grade 12, while that for DRR,
professionals and state universities and colleges. livelihood and CEST include local government
The segment for productivity enhancement units and community-based organizations. For
products (SETUP, CBE enhancement, training and testing and calibration services, the market
consultancy) include startup MSMEs, registered segments include local government units, resorts,
MSMEs, and community-based organizations hotel and restaurant owners, students, researchers
as reflected in Fig. P1-5 in the Organizational in the SUCs, water refilling stations, and fuel
Context section. The segment for scholarship haulers and distributors.
Fig. 7.5a-5 RSTL Rendered Services Summary

2000
No. of Services Rendered 1960
No. of Customers Served

1500 No. of Firms Served

1000
651

542
500 480
336
210
126 159
59 101 111
36 79 48 48
0
2015 2016 2017 2018 2019

46
Fig. 7.5a-5 illustrates an increasing movement in Oriental Mindoro has the largest share in the
the number of customers served and expanding total number of DOST Scholarship applicants in
market reach for the laboratory. MIMAROPA in 2019. The results show DOST-
Fig. 7.5a-6 Distribution of SETUP-assisted clients MIMAROPA’s efforts in developing competitive
per priority sector human resources in the region.
In 2015, DOST-MIMAROPA was able to
include as one of its milestones, of at least one
13% 17% deserving Filipino student in each municipality
(except of Pag-asa islands in Palawan) regardless
of economic status as S&T scholar who would
10% become part of the country’s S&T workforce.
DOST-MIMAROPA has been exerting efforts
to disseminate the information through S&T
39% scholarship campaigns and on-site processing
of application forms to provide scholarship
21% opportunities to poor but deserving students who
are in the far-flung areas.

Agriculture GDH

Processed Food Metals & Engineering

Others (Furniture, Health & Wellness, ICT)

As shown in Fig. 7.5a-6, the MSMEs served by

DOST-MIMAROPA were sustainably distributed
among the priority sectors under the program.
MSMEs from different priority sectors are given
equal opportunities to enhance their productivity
through S&T, and improve their overall business
operations and competitiveness.
Fig. 7.5a-7 DOST Scholarship Applicants
per province in 2019

15%
23%

17% 32%

13%

Occidental Mindoro Oriental Mindoro

Marinduque Romblon Palawan

47
48
49