POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

COLLEGE OF POLITICAL SCIENCE AND PUBLIC ADMINISTRATION

STA. MESA, MANILA

PHILIPPINE PUBLIC ADMINISTRATION

PUAD 20243

ANALYZING SELECTED GOVERNMENT ORGANIZATIONS

Presented by:

DE LA ROSA, KENNETH S.

Bachelor of Arts in Political Science II – 3

Presented to:

PROFESSOR MA. PAMELA GRACE C. MUHI

Department of Public Administration

College of Political Science and Public Administration

 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
COLLEGE OF POLITICAL SCIENCE AND PUBLIC ADMINISTRATION
STA. MESA, MANILA

INTRODUCTION

The Philippines is a republic with a presidential form of government wherein power is equally

divided among its three branches: executive, legislative, and judicial. The government seeks to act in the

best interests of its citizens through this system of check and balance. There are many affiliations in the

Philippine government in terms of lining their platforms to make the country of the Philippines a better

place to live in and to outline the general provision where the different agencies that have their specificity

in terms of providing their service to the citizen of the Philippines.

A national government agency or a nation agency is sometimes an appointed commission, is a

permanent or semi-permanent organization in the machinery of government that is responsible for the

oversight and administration of specific functions, such as an administration. Agencies can be established

by legislation or by executive powers.

For example, the Department of National Defense which it is It is tasked with the responsibility of

providing the necessary protection of the State against external and internal threats; directing, planning

and supervising the National Defense Program; maintaining law and order throughout the country; and

performing other functions as may be provided for by law.1 It is charged with the duty of supervising the

National Defense Program of the country. It also has responsibility for overseeing field operations to

ensure the judicious and effective implementation of National Defense and Security Programs.

1
Foundation, I. (n.d.). Department of national defense - The Law Phil project. Retrieved March 04, 2021, from
https://lawphil.net/administ/dnd/dnd.html
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
COLLEGE OF POLITICAL SCIENCE AND PUBLIC ADMINISTRATION
STA. MESA, MANILA

The article examines the role of government-owned or controlled corporations, (GOCCs) in

Philippine history. The role of GOCCs is actually shaped by four determinants: legal and policy framework,

development impetus, political economy of the country and political change, and rationale and motives for

establishing a GOCC. Distinction is made· between overt and covert motives. The dominance of the latter

subverted the "development" objectives of GOCCs and converted them into instruments for the transfer

of public resources to private hands. The present financial status of GOCCs is extensively discussed, with

cassolettes on three GOCCs: Development Bank of the Philippines, Government Service Insurance

System and Philippine National Bank. Problems and issues of definition, accountability, differential

treatment, and privatization which currently confront GOCCs are also analyzed. In particular, the issue of

privatization of GOCCs brings to the fore the intermeshing interests of public and private sector groups,

transnational corporations and the World Bank-International Monetary Fund group. The challenge,

therefore, is to make the GOCCs a' truly public-sector.

Over the years, the Philippine Government has made significant progress in dealing with GOCCs,

including privatizing a large number of GOCCs, consolidating/closing many others. It has put in place a

comprehensive regulatory framework for GOCCs and private sector participation (e.g., Proclamation 50,

BOT Law). However, there remain some gaps, such as lack of clarity in government’s role as “owner”,

poor corporate governance environment (mandates, board structures, accountability) and weak oversight

system. The study recommends that a new phase of GOCC reforms in the Philippines should concentrate

on complementing past reforms for building a strong, modern, efficient, and well-focused enterprise sector

that can provide, at reasonable cost and with minimal subsidy, goods and services of high quality and

adequate quantity, in areas where private providers either will not or should not enter. (ADB, 2018) The

goal of reducing the financial burden of the GOCCs on the State by minimizing subsidies, unpaid taxes,
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
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STA. MESA, MANILA

loan arrears, and guarantees can best be achieved through a systemic and sustained process of

institutional change.

And for the last entitlement, I will focus on analyzing the response of LGU in my Barangay which is

a lot of misconception happened during the quarantine, first off as the country continues in its fight against

COVID-19, the Local Government Units (LGUs) of Barangay Cotta face the daunting task of addressing

its impact, especially since they take the lead in fighting the pandemic. And many LGUs have proven and

continue to prove that they are indeed ready to face their huge opponent, as they are armed not only with

the necessary skills, knowledge and resources, but also with volunteers as their partners.

This was the main focus of the webinar hosted by the Philippine National Volunteer Service

Coordinating Agency (PNVSCA) held last September 3, 2020. Entitled “Engaging Volunteers during the

COVID-19 Pandemic: Some Good Practices of Local Government Units”, the webinar served as a venue

for sharing experiences, innovations, challenges and good practices of some of the LGUs who adopted

volunteerism as a strategy in their COVID-19 response projects and activities.

The researcher chose these three linings to differentiate such tasks in a different era. And this

analyzation will per see as the program need to accomplish.

Objectives:

1. To evaluate the selected government agencies.

2. To analyze their functions and core values that encompasses their ideas throughout the founding

of that particular agency.

3. To identify the underlying issues and challenge that the current selected agency facing in their

prime days.
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
COLLEGE OF POLITICAL SCIENCE AND PUBLIC ADMINISTRATION
STA. MESA, MANILA

If a poll was conducted in the Philippines on the significant public issues in 1985, public corporations

had probably emerged as among the most crucial (Torres,1985). During the year, the public corporate

sector has been drawing attention from nearly all quarters - international lending institutions, policymakers,

legislature, the press, and most important, the general public. Their proliferation for the past ten years,

continued dependency on the national government for subsidies and equity, and massive deficit and share

of the foreign public debt have been widely discussed. Speculations have arisen on the levels of

compensation, particularly allowances earned by officials enjoying. multiple memberships in boards of

directors in the public corporate sector. Likewise, increasing pressure has been exerted on our'

policymakers, urging them to rationalize and privatize the corporate sector. With the escalating public

clamour that government officials must be held responsible for their, actions, the issue of accountability of

public corporation's has become increasingly urgent.

The provision that manifest the country’s strong concern for the resource requirements of the AFPMP

find explicit legal basis in the 1987 Philippine Constitution. Cognizant of this mandate the constitution has

adopted comprehensive state policies that requires the modernization of the AFP to a level where it can

effectively and fully perform its constitutional mandate to uphold the sovereignty and preserve the

patrimony of the Republic of the Philippines.

As broad guideposts in undertaking this study, is the affirmation that resource mobilization is one

activity that can help implement this provision of the Constitution and the vision of AFP to provide the

soldiers with modern fighting equipment tailor-made to wide range and versatile theatrical roles and

eventualities including nation-building intended to improve the quality of life.

 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
COLLEGE OF POLITICAL SCIENCE AND PUBLIC ADMINISTRATION
STA. MESA, MANILA

In keeping with this mandate, the government through the Department of National Defense in its

Memorandum Circular No. 2, Fine-Tuning the Organization and Functions of the Office of the Secretary

of National Defense, dated 26 May 2003 and Department Circular No. 170 which was signed by the

President when she was still the concurrent secretary of the DND, hope to heighten or intensify the

Resource Mobilization Program in order to generate non-budget funds which will augment appropriations

through the disposition (direct sale or long-term lease) or joint development of military reservation areas

that are found feasible for resource mobilization projects in support of the AFP Modernization Program.

In a Memorandum Order dated 29 October 2003 to the AFP Chief of Staff, Secretary Eduardo Ermita

has directed the AFP to study/evaluate immediately idle military reservation areas which can be developed

as potential sources of funds for resource mobilization which will include the constraints/problems of

proclaimed areas and the role of DND-AFP in the disposition and allocation of the project, the

mode/scheme on how the resource mobilization mandate can be likewise be satisfied, the funding

requirements and the proper disposition of the issue of informal settlers.

With this gargantuan task, the REMO’s capability to perform its mandated mission is very limited;

hence, there is a felt need to assess its present capability and institute structural reforms for it to be able

to adequately perform its mandated functions. It has to be strengthened and rationalized to avoid

duplication of functions with other offices within the DND and the AFP performing similar functions.

Success in the implementation of the Resource Mobilization Program is strongly determined by

addressing the administrative problems and instituting serious structural reform in the REMO and clearly

defined roles and functions of stakeholders as key to efficient and effective project operations. The Real

Estate Management Office is still in its infancy stage being only created four (4) years ago. The study for

its creation was approved in principle by then Secretary Reyes, as presented and discussed in two (2)
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
COLLEGE OF POLITICAL SCIENCE AND PUBLIC ADMINISTRATION
STA. MESA, MANILA

DND Executive Committee Meetings # 2002-07 and 2002-10. However, there is a move to rename it to

Resource Mobilization Office (RMO) to include the following as its mandate: a) resource mobilization and

management of appropriate DND-wide real estate resources for the purpose of generating funds to

augment appropriations for the DND-Wide Modernization Program through their sale, lease, joint

development or other similar arrangements; b) review, coordination and monitoring of the fund generation

activities of BCDA; and, c) implementation of DND-Wide Off-Base Housing projects. A proposed

Department Order was already prepared which is now being reviewed for approval by the Secretary of

National Defense.

It is therefore the purpose of this research to conduct a study of the administrative problems

(organizational, operational, and policy) of the Real Estate Management Office entrusted with the task of

achieving the DND’s priority thrust of resource mobilization program to raise funds for the AFP

modernization program and provide decent and affordable housing, a legacy which the DND/AFP can

accord to the soldiers of their invaluable service to the country. The organization, type of structure,

competency, and pressing administrative problems of the REMO as the office within the DND tasked to

carry out the national goal of AFP modernization, shall be the central concern of this study.

To pursue the foregoing purposes, the researcher sought to answer the following research problems:

What is the perceived policy/structural level of the REMO? What is the administrative operational

performance of the REMO? What is the index of acceptability of the identified strategies by the

respondents? What is the difference in the perception of the DND and the AFP respondents in terms of

policy structure, operation and strategy?

To act on the foregoing questions, a normative survey technique was used with the questionnaire as

the principal instrument for data gathering. The respondents of the study consisted of officials of the DND
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
COLLEGE OF POLITICAL SCIENCE AND PUBLIC ADMINISTRATION
STA. MESA, MANILA

and the AFP who have supervisory control over the REMO whose positions are either the Undersecretary,

Assistant Secretary, Director, Assistant Director, Heads of the Joint Chief of Staff (J9, J5, and J4), Heads

of Real Estate Office of the Major and Unified Services Command, Head of AFREO and AFP Chief of

Engineers

The data were tallied, tabulated, statistically treated and analyzed. On the basis of the findings of the

study, the researcher has reached the following conclusions: The Current DND/AFP priorities/thrusts on

resource mobilization needs re-focusing. The REMO should be renamed to RMO and the proposal for its

conversion and organizational strengthening be brought to the attention of the policy- makers of DND so

that they can be noted as the primary concern in the comprehensive resource mobilization program and

be considered in the on-going review of the priorities of the DND; There is a need to define more clearly

its mandate and its relationship with other related offices of DND/AFP; There is a need to formulate policies

and procedures to govern the conduct of resource mobilization program by the DND. The RMO should be

at the DND level in order to free the AFP from performing non-core activity; such as, fund generation and

instead concentrate on its primary function. The RMO to be created should be positioned as a revenue

center rather than as a cost center. Existing military reservation areas should first be assessed if it has

strong potential for resource mobilization. The utilization or disposition of the idle military estate should

not be the only strategy to raise funds for the AFPMP. For purposes of having a comprehensive/strategic

approach to resource mobilization, the RMO should be properly mandated to perform its three basic

proposed mandated functions: (a) project management; (b) project planning; and, (c) property

management. The RMO must also serve as the central planning arm of all offices implementing resource

mobilization programs/projects. The use of idle and underutilized prime military estate as enabling

component will certainly attract strong private sector participation in implementing RM projects. Most of
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
COLLEGE OF POLITICAL SCIENCE AND PUBLIC ADMINISTRATION
STA. MESA, MANILA

the respondents favor the issuance of presidential proclamation on underutilized prime properties as a

strategy in generating funds to support DND-wide projects.

Based on the findings and conclusions in this study, the following recommendations are given in order

to make the REMO (or RMO) responsive that could most likely help rejuvenate the resource mobilization

program to provide funding support to the AFPMP, these are: The strengthening and renaming of REMO

to Resource Mobilization Office (RMO) to appropriately reflect its rightful mandate, should take place

immediately. Priority requirements to achieve the desired strengthening should be identified and

immediately undertaken or implemented, reporting directly and under the supervision of an

Undersecretary whose function is dedicated to resource mobilization. The RM is a highly specialized

function and needs focus, and it should not be cluttered with such non- RM concerns, such as the AFP

housing.

Based on the above assessment, a clear framework for the design of the REMO emerges. This would

include the formal issuance of the creation of the Resource Mobilization Office that is mandated to perform

the following tasks: (a) steers or facilitates the delivery of services that promote RM development; (b)

actual implementation of RM projects be done by the AFREO involving AFP real estate properties and

RMO for DND real estate properties; (c) facilitates the introduction of the private sector in the joint

development of RM areas; (c) focuses the functions of the REMO to reflect DND/AFP priorities towards

fund generation to support the AFPMP; and, (d) evaluate and recommend to SND which of these prime

military real estate properties are suitable for RM projects.

This also implies that the RMO, as the lead office within the DND in fund generation, would have: (a)

strong policy, planning and technical assistance capabilities to broker DND-Wide Reforms on fund

generation; (b) a strong networking capability; (c) an office within DND responsible for implementation of
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
COLLEGE OF POLITICAL SCIENCE AND PUBLIC ADMINISTRATION
STA. MESA, MANILA

RM projects involving DND properties; (d) clearly focused delivering services, which are not provided by

the private sector and any government line agencies; (e) creation of three (3) mandated

functions/divisions: a) Project Management, b) Project Planning, and c) Property Management; and, (f) a

nationwide advocacy program which will be implemented to generate demand and promote understanding

of the Resource Mobilization Program and its participation procedures; and, further study should be made

on how the RA 7227 or the BCDA Law can be amended so that the increase in the share of the AFP from

the funds generated can be effected, and that DND/AFP personnel should be given priority in the use of

the DND/AFP properties and funds generated to prevent the repetition of the proclamation of Camp

Claudio and other prime military real estate were converted into joint use of housing facilities for low-

salaried government employees.

An effective and efficient RMO in resource mobilization has broad and far reaching implications to

national security. As provided by law, and in order to generate funding support for the modernization

program, the DND is mandated to study how additional revenues to be generated to fund the AFPMP

other than through appropriations by Congress.

It is in this context, the implications to national security of this study are viewed from the perspective

of the strategic importance of the RM program to the AFPMP and the need for solely dedicated functional

office to oversee this program to its fruition

The utilization of idle and underutilized prime real estate of the DND/AFP as “fund centers will

definitely bring development that will not only cater to the needs of the military establishment but most

importantly to the host local government units where this military infrastructure are supposed to be

transferred which can provide local investments and additional job opportunities.
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
COLLEGE OF POLITICAL SCIENCE AND PUBLIC ADMINISTRATION
STA. MESA, MANILA

A dynamic AFP hinges on the success of the resource mobilization program which will actualize the

dreams of the AFPMP of having well-equipped and highly motivated soldiers. Raising the needed funds

for the AFPMP will definitely bring realization to the component requirements of the program, and these

are to develop the AFP into: a) compact, efficient, responsive and modern fighting force; b) acquisition of

new equipment and weapons systems; c) develop permanent bases for land, air and naval forces; d)

review and formulate appropriate doctrines; and, e) human resource development.

The hard choice is with DND whether to maintain the present structure or strengthen and rename the

REMO to RMO mandated for the purpose to immediately implement RM projects in prime underutilized

military real estate properties that are deemed ideal for fund generation activities, it will spur development

in these areas and hopefully ensure the security of the state which is attuned/aligned to our strategic

national security interest.

Key reforms should include further privatization of non-essential GOCCs (e.g., NDC, HGC and some

others), sound corporate governance with clear accountability including well defined rules of conduct and

independence, hard budget constraints (with no easy government guarantees or advances), systematic

and periodic review of GOCC roles and mandates (including limited and well defined and limited

mandates) and effective central oversight and monitoring system. Good governance should start with the

Government spelling out a clear role for itself -- that of the “owner” -- and a well-defined vision and mandate

for each of the companies. A systematic review of all GOCC mandates starting with the four selected

GOCCs to be followed by 14 monitored GOCCs (and ultimately to cover all GOCCs) should be undertaken

by the DOF to resolve underlying conflict in roles or policies that impact the financial viability of the GOCCs

as well as their relevance in the prevailing macro-economic environment. Appropriate reforms for the

appointments of Board members and CEOs as well as their qualifications, training, responsibilities and
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COLLEGE OF POLITICAL SCIENCE AND PUBLIC ADMINISTRATION
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accountabilities should also be implemented. Key recommendations are summarized in the following

sections.

Key Recommendations on the Sector and Oversight Function (i) Improving Corporate Governance

through: (a) further clarifying/emphasizing the role of the Government as mainly that of the “owner”. This

is essential to minimize external political as well as bureaucratic interventions, (b) updating charters of key

GOCCs which, by and large are outdated. This is required to ensure that the mandates of concerned

GOCCs are current/relevant and conflicting and multiple objectives are minimized. In case a GOCC is

required to provide a particular “social service”, it should be so recognized and funded in a transparent

manner, and (c) rationalize the structure and composition of the Boards of Directors to ensure adequate

outside representation of technical/professionals and stakeholders and to introduce a transparent process

for the selection of board members that ensures qualifications and expertise, possibly through the

establishment of an independent professional body. (ii) Rationalization of GOCC Portfolio. The

Government has a long-standing policy (Proclamation 50) defining under what circumstances a

corporation should be in the public sector. In line with this policy, a GOCC should be disposed of if it does

not have a clear rationale on the basis of a careful analysis of its social/ public good role. In this case, it is

important to differentiate between the need to provide a public good and who should provide it. The driving

force behind this decision should be government’s already stated policy (Proclamation 50) of having a

GOCC only in cases where the private sector is not able or willing to provide such goods or services. If

full cost recovery is not possible, subsidies can be provided but to the extent possible, actual delivery of

goods and services should be left to the private sector in order to minimize cost to the government by

leveraging the private sector’s flexible and efficient operating capability, financial resources and risk taking

as well as management capacity. The Study Team recommends the Government to expedite the

privatization/disposal program for the GOCC sector, especially for GOCCs that have been selected for
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
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disposal for quite some time. (iii) Creating Effective Oversight Mechanism through: (a) enactment of the

Implementing Guidelines for the proposed PES, (b) creation of a Corporate Governance Council to ensure

coordination and support of other concerned departments, (c) strengthening of staff capacity in CAG

through: activation of the Policy and Research Unit; filling in vacant positions with competent staff in CAG;

a vigorous training program for CAG staff, adequate IT infrastructure support, and provision of adequate

budget support for CAG to augment its limited staff resources with outside consultant/ experts as needed

for the performance agreement negotiations, monitoring and evaluation.

PNR: Currently truncated to about 40 km of Manila commuter service of about 6 trains/ day,

equivalent to passenger load of 100 jeepneys. PNR is heavily losing money. It can only recover a small

portion (15-25%) of the total O/M costs. The annual Government operational subsidies to PNR have

averaged about P235 million per year. The commuter system is being rehabilitated through a major

Chinese loan (US$400 million) for the North Commuter Rail (by a new entity, North Luzon Rail

Corporation), and a Korean loan (US$50 million) for the South Commuter Rail (PNR), each covering about

30 km. The latter investment is of doubtful impact, as it does not alter the competitive disadvantage of the

commuter system configuration. • LRTA: Operates Line 1 (15 km, completed in 1984) and Line 2 (13 km,

completed in 2003). LRTA is able to recover its O&M costs, despite the fact that fares have not been

adjusted for the past 3 years. LRTA, however, is not able to meet current debt obligations; major financial

restructuring of LRTA will be needed to meet fully its annual debt liabilities of P3-4 billion in the coming

years. • DOTC: Even though it is not its mandate, DOTC operates MRT3 (17 km) which was completed in

2004 with private sector involvement. The line has not paid for itself and subsidies in excess of P3

billion/year are required to meet debt obligations.

PNVSCA Executive Director, Mr. Donald James D. Gawe, opened the webinar by stating that

“volunteerism is innate among Filipinos, but this spirit of volunteerism is currently put to the test because
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
COLLEGE OF POLITICAL SCIENCE AND PUBLIC ADMINISTRATION
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of the pandemic”. He added that, although many individuals are interested to volunteer, there still remains

a challenge of mobilizing them due to fear and the lack of information on where and how they can engage.

Despite these challenges however, Director Gawe stressed that many organizations are already involving

volunteers to help address the impact of COVID-19. He emphasized that sharing experiences in adopting

volunteerism through the webinar may help mobilize more individuals and groups to volunteer as well as

encourage more LGUs to use volunteerism as part of their development strategy.

Governor Dakila Carlo E. Cua, President of the Union of Local Authorities of the Philippines (ULAP)

and Governor of the Province of Quezon, highlighted in his inspirational message that responding to

COVID-19 would have been seriously difficult without the support of volunteers, and cited some samples

of volunteer work done by students, youth, individuals, groups, NGOs and business establishments. He

further stressed that volunteers are integral partners of the national and local governments, and without

the volunteers, we will be a nation without character.

The experiences presented by the speakers showed how they have been able and continue to

effectively manage COVID-related concerns through the unwavering support of volunteers.

The Municipal Government of La Trinidad, Benguet, represented by Engr. Felipe P. Esnara, Jr.,

Local DRRM Officer II, presented the of set protocols and adopted standards formalized through circulars

and ordinances which, among others, accredit different groups extending assistance to the LGU. He also

highlighted the training, protection and recognition of volunteers, which forms part of their COVID-19

Recovery and Resiliency Plan.

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The City Government of Zamboanga represented by the Chief for Research Evaluation and Statistics

Division, Mr. Jessie Christopher B. Lapinid highlighted their people empowerment programs where they

engage the active participation of their citizens, leading to increased trust in the government.

As for the City Government of Cagayan De Oro, Mr. Oliver V. Egypto, Head of Office for Community

Affairs and Head of Governance Cluster – Emergency Operations Center, stressed that volunteerism is

not demanded but nurtured, thus many individuals continue to volunteer in the different programs and

activities of the local government even if they themselves are also experiencing difficulties. He also

emphasized the need for LGUs to be proactive in looking for areas of intervention.

Atty. Kimberly Dyane Garcia-Abaya, Chief, Research and Planning Division of the Batangas

Provincial Disaster Risk Reduction and Management Office, shared that volunteers participate actively in

their project meetings and actual activities in response to the Taal Volcano eruption and during this

pandemic.

Among the other activities where the four (4) LGUs engage their volunteers include packing and

distribution of relief goods, donation and preparation of treatment and containment facilities, cleaning and

disinfection, donation of cash and in-kind assistance, data analytics and plan preparation, household visits,

and provision of psychosocial support. The LGUs also provide their volunteers with insurance by enrolling

them in Philhealth and the Philippine Red Cross.

Also invited in the forum is the Department of the Interior and Local Government (DILG), through Mr. Pablo

C. de Castro, Chief of the Local Government Relations Division, who presented the draft Memorandum

Circular for Mobilization of CSOs in COVID-19 Related Response and Recovery Program of the

Government, which he stressed, is still open for comments.

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Dr. Maria Faina L. Diola, Asst. Professor and Former Director of UP-NCPAG’s Center for

Leadership, Citizenry and Democracy, gave a brief reaction and commended the four (4) LGUs for their

inspiring, forward-looking and laudable practices.

The webinar was moderated by Mr. David F. de Castro, Country Communications Head of AirAsia

Philippines, who also provided the synthesis. It was made inclusive for persons with hearing and speech

impairment through the sign language done by Ms. Ma. Teresa Buenaventura and Mr. William I. Sidayon,

Jr., both from the College of Saint Benilde – School of Deaf Education and Applied Studies (SDEAS). The

online forum made available via zoom and facebook live was attended by around 430 participants from

almost all regions nationwide. This webinar is part of PNVSCA’s webinar series which aims to create

public awareness and recognition of volunteerism towards social and economic development, especially

during this time of the COVID-19 pandemic.