Tuesday, September 23, 2014

2014-18: At the end of the day...

Biyaheng Montalban: The "Put your head on my shoulder challenge."

Di ko inabot sa litex ung unang jeep trip sa kanto,
Paalis na ito nung mag arrive ako,
Kaya ung next trip na lang ang inabangan ko,
Upang makauwi ang pagod na empleyado.

Sa front, tabi ng driver ako pumuwesto,
Suddenly may babaeng umupo sa tabi ko,
Sumiksik siya, so nahagip ng tuhod ko ang kambiyo,
Buti na lang di pa kami tumatakbo.

I make sulyap sa babae, siya'y ngumiti sabay kamot sa ulo.
"Sori", sabi niya, "nagmamadali kasi ako."
Di ko siya ma eye to eye, baka sabihin ako'y presko,
Di naman ako makayuko, baka isipin ako'y nambubuso.

Medyo na trapik kami somewhere sa Violago,
Ang antok na babae, sumandal na sa shoulder ko,
Napasulyap ako sa driver, ngiting aso ang gago,
Habang ang babae dumadausdos na sa aking braso.

Mahirap naman na mula sa braso sa laptop ko pa siya dumiretso,
Ask ko ang driver "Saan kaya bababa ang babaeng ito?"
Sabi ng Driver "'yaan nyo Sir, gigisingin ko."
"Baka diyan lang siya bumaba sa sunod na kanto."

Nagising nga ang babae sa sunod na kanto,
Mapungay pa ang mata, sabi sakin "sori, nakatulog ako",
Inilabas ang pitaka niya at dumukot ng sampung piso,
Inabot sa driver, sabay sabing, "isang senior citizen, hijo!"

Mga kapwa pasahero,
Yan ang "Put your head on my shoulder challenge."
Kaya nyo ba ang challenge na to?

Tuesday, June 17, 2014

Developmental or Detrimental Assignments?

Management 101: Developmental or Detrimental Assignments?
Subject: AO # 4 ng DSWD NCR.
Warning: "Ito ay hindi tsismis, napag-uusapan lang!"
Check Point: Sa punto de vista ng mga nangangasiwa at mga kawani.
In the point of view of Management and the Rank and File Employees

On the Rationale…

Movement of staff is one of the HR development techniques which often receive resistance and complaints from employees, most especially if they were not prepared /informed and not agreeable with the said movement. Much more due to pre-conceived notion about transfer as “only” a form of punishment or disciplinary measure to non-performing assets or to get rid of undesirable employees, leaving behind the more significant purpose which is developmental in nature. Hence, a clear guidelines in terms of movement of staff is required. 

Subalit ang malinaw na “guidelines in terms of movement of staff” ay hindi kailanman magiging sapat. Yes, the guidelines will never be enough. To make the implementation developmental and not detrimental to the organization and to its workers, implementation must at least have the following:

Analysis of what the organization needs, the capacities and competencies we currently have, the competencies we need to acquire or enhance, the strategic plan for the implementation of the process, the documentation, the advocacy and the grievance redress mechanism. Tignan nga natin kung meron tayo nito. Walang masama kung bisitahin natin ito ngayon kahit matagal na ang guidelines na ito, di ba? Ang masama ay kung palampasin natin ang pagkakataon na ayusin ang bagay na alam nating maaaring may kakulangan o higit pa? Sige, pasadahan nga natin ang mga mahalagang aspeto ng guidelines na to.

On the Objectives…

The guidelines intends to serve as “concrete basis and parameter of the management and employees” in the “smooth implementation” of developmental assignments of staff. 

Malinaw, na nais ng mga nangangasiwa na magkaroon ng isang konkretong basehan para sa maayos na implementasyon ng mapag-paunlad na pag tatalaga ng mga kawani subalit, mukhang marupok yata ang "konkretong basehan" at mukhang "magaspang" ang implementasyon sa paningin at pakiramdam ng mga tumutuligsa dito. May basehan kaya ang mga komentong ito? Tingnan nga natin…

“Specifically, it aims to ensure that the right people are in the right place in the organization.” 
Maaari nating matanong ang mga nangangasiwa kung ano ang “konkretong basehan” upang masiguro natin na ang tamang tao ay nasa tamang lugar sa organisasyon. Sa ingles, it is necessary for the management and the employees to understand and agree on the parameters or criteria in identifying the “right people” and putting him or her in the “right place” in the organization. Meron kaya tayo nito? At kung meron man, parehas kayang alam ito ng mga nangangasiwa at ng mga kawani? At ito ba talaga ang ginagamit na konkretong basehan? Mga nangangasiwa pag-isipan… mga kawani pag-aralan.

On the General Policies…

“Movement of staff shall be considered for the following purposes:”

a. “Need for specific expertise/experience and training of particular staff in the center/unit/project.”
b. “Need for manpower augmentation in other center/division/unit.”
c. “The need for the staff to acquire and develop new skills and competencies from other working environment.”
d. “Disciplinary and preventive measures.”

Malinaw na nais ng mga nangangasiwa na mag karoon ng konkretong basehan ang proseso ng mapag-paunlad na pag-tatalaga ng mga kawani. Tama, kailangan munang alamin kung ano-ano ang mga pangangailangan sa ibat-ibang opisina ng organisasyon. Subalit may kulang dito. Kailangan ding alamin kung ano ang kasalukuyang kakayahan ng mga kawani, kung sa anong uri ng trabaho siya maaaring maging angkop at kung ano ang iba pa at dagdag na kaalaman at galing na kailangan niyang matutunan. Meron kayang ginawang pag-aaral na naka dokumento tungkol dito? Kung meron, nasaan kaya ang dokumentong ito? Mas makahulugan kung ang dokumentadong pag-aaral na ito ay mababasa at maiintindihan ng mga kawani. Di ba? Mga nangangasiwa, pag-isipan. Mga kawani masusing pag-aralan.

The implementation should be scientific. Yes, the needs and capacities analysis is critical to this process. We have to understand what we need, what we currently have, and what we have to acquire or enhance to prepare the organization and its officials and employees. The needs and capacities analysis must be documented. It would be more meaningful if this analysis is read and understood by the employees. Do we have it? If yes, where is it? 

Hindi ko lang maintindihan kung bakit isinama ang “Disciplinary and preventive measures” dito sa “developmental assignment” bilang isa sa mga nais niyang tugunan. Sa ganang akin, hindi maayos na ang isang “developmental” ay hahaluan ng “disciplinary” dahil magiging detrimental ito. Kahit na anong sabihin, hinding-hindi mag tutugma ang dalawang ito. Ang “developmental” ay isang proseso na dapat iwas sa duda na hindi pagpapaunlad ang kanyang patutunguhan kundi pag-didisiplina. Malinaw naman na nabangit ito sa Rationale ng guidelines, at ito'y isa sa interpretasyon na sadyang iniiwasan ng mga nangangasiwa, subalit hindi ko maintindihan kung bakit ito ay naging bahagi pa rin ng General Policies. Bakit kaya? Sadya ba itong isinama o nagkamali lang ang mga gumawa ng guidelines? Hindi rin kaya ito nakita ng mga kawani?

“Movement of staff in any means shall be made with transparency and objectivity.” 
Yes, transparency is the best policy and if you are objective, you will not worry about being transparent. Maganda ang patakarang ito. Ninais ng mga nangangasiwa na maging malinis at malinaw ang proseso. Ito ay maaaring suportado ng mga ulat tungkol sa proseso na dapat ibinabahagi sa lahat. Meron kaya tayo nito? May naka paskil ba sa bulletin board? Malaya ba itong pinag-uusapan sa mga pag pupulong o sa mga ordinaryong pag titipon ng mga kawani? 

“Shall not involve a reduction in rank, status or salary.”
Tama ang mga nangangasiwa. Isa itong pag-sisiguro na hindi sasadsad ang rango, kalagayan at sahod ng kawani. Pero maaaring hindi nga bumaba ang rango subalit bumaba naman ang uri nang mga gawaing binigay sa kanya. Maaaring hindi rin nabago ang kalagayan ng kanyang posisyon sa papel, subalit baka naiba ito dahil sa kanyang bagong trabaho. Maaaring hindi rin nabago ang kanyang sahod subalit maaaring ang halaga nito o ang kakayahan ng kanyang suweldo na suportahan ang kanyang mga pangangailangan ay bumagsak dahil sa layo ng kanyang bagong trabaho. Meron bang ganito ang mga sitwasyon? Kung meron, maaari bang pag-aralan0 nating muli? Walang masama kung babalikan natin ito. Ang masama ay yung hindi tayo mag bigay ng pagkakataong ayusin ang sitwasyon gayong alam natin na maaaring may mali doon.

“Preference and proximity of residence of staff may be considered.” 
Maaari lang siyang i-konsider. Hindi talaga siya konsider. Sensitibo ang isyung ito dahil may epekto ito sa kita at gastos ng kawani. Hindi malayong maging emosyonal ang mga kawani kung sila ay ilagay sa malayong lugar dahil magiging ka kumpentesiya ng kanilang gastusin sa pamasahe ang gastusin nila sa pagkain, pag-aaral at kalusugan ng pamilya. Sa kalagayan ng tranportasyon sa bansa lalo na sa NCR, hindi lang pera ang problema mo rito kundi ang oras, ang kaligtasan mo at ang kalagayan ng panahon sa oras na ikaw ay nag lalakbay patungo sa iyong trabaho at pauwi sa iyong pamilya. Masigasig tayo sa pag nanais na tulungan ang mga mahihirap na pamilya. Mas maganda yata kung ito ay makikita rin natin sa mga pamilya ng mga kawani, di ba? 

On the Change Management Team…

Ang Change Management Team o CMT ang may pinaka-mahalagang responsibilidad sa prosesong ito. Maganda ang layunin ng mga nangangasiwa sa pagkakaroon ng change management team. Pero mahalagang pag aralan muli ito ng mga nangangasiwa. Unang-una ang change management team ba ay nakapag sagawa ng pag aaral tungkol sa mga pangangailangan ng ibat-ibang center/opisina/ unit ng organisasyon? Napag aralan ba nila ang kasalukuyang kalagayan, kakayahan at mga pangangailangan ng mga kawani upang mapa-unlad ang kanilang mga kaalaman at kakayahan? Meron bang matinong plano para sa implementasyon ng mapag-paunlad na pag tatalaga ng mga kawani? Dokumentado ba ang mga mga proseso at naihahayag, naibabahagi o naipapaliwanag ba ito sa mga kawani? Naka paskil ba ang mga kaganapang ito sa mga bulletin board para sa kaalaman ng lahat? Yes or no lang ang inaasahang sagot sa mga katanungang ito. Aba, siyempre kailangan ang ebidensiya kapag nag yes, di ba? At kapag nag no, kahit walang ebidensiya puede na, di ba?

Teka, maliban sa Direktor at Secretariat, wala namang pinagka-iba ang Change Management Team sa ManCom. Wala namang itinalagang namumuno o team leader sa CMT. Maaari namang mag sama ang HRM at Planning bilang secretariat. O di kaya ang Planning lang. Nabangit ko lang ito dahil sa proseso na “thereafter the team shall submit the said recommendation to the ManCom for further review and thereafter to the Regional Director for approval.” Maliban sa Direktor, sila-sila pa rin ang mag re-review. Di kaya sayang lang ng oras natin sa ganitong proseso? Walang masama kung pag aralang muli, di ba?

Isa pang teka. Malaki ang kinalaman ng prosesong ito sa kalagayan ng mga kawani. Hindi ba natin naisip na kailangan magkaroon ng representante ang mga kawani sa Change Management Team? Mukhang nakalimutan natin? Walang masama kung balikan natin to, di ba? Mahirap ang walang “check” dahil sigurado mawawalan ka ng “balance.” Kaya nga nandiyan ang “Check and Balance.” 

Masarap pag-usapan ang mga bagay na nakapag papagaan sa ating mga kalooban. Sana kahit papaano makatulong ang piyesang ito sa mas maayos na biyahe ng developmental assignments at mabura na ang mga detrimental assignments. Mas maganda kung nag tutulungan tayo, di ba? [Sagot: Aba, siempre!]

Monday, May 5, 2014

Deniece Cornejo surrenders

Deniece Cornejo surrenders
Deniece Cornejo surrenders...to authorities...yes...
But I think what most of the readers would want to read is:
"Deniece Cornejo surrenders...to the truth..."
Nevertheless, justice dictates that we give her "the benefit of the doubt"...and not just "the doubt"...
I believe that in this trial...she is...or she will be...more of a victim than a villain. Spectators are the worst "trial judges" on earth... in thoughts and in words, indeed.

Wednesday, April 23, 2014

Pahayag ng Kalihim, DSWD Press Conference Ika-22 ng Abril, 2014 Max’s Restaurant

Pahayag ng Kalihim, DSWD Press Conference Ika-22 ng Abril, 2014 Max’s Restaurant

Humarap sa mga miyembro ng press sina
Secretary Dinky Soliman at World Food Programme
Deputy Country Director Asaka Nyangara 
Maraming salamat sa pagdalo ninyong lahat. Dalawang bagay ang nilalayon kong magawa sa umagang ito – una, ang magbigay ng ulat tungkol sa nahuling ibinentang DSWD relief goods sa isang kainan sa Tacloban City; at pangalawa, ang ulitin at mas bigyang-diin ang tugon ng aming opisina ukol sa isyu ng hindi malinis na relief warehouse na ‘di umano’y pagmamay-ari ng DSWD. 
Gaya ng lumabas sa balita, noong ika-3 ng Abril, ang aming Regional Director para sa Silangang Visayas na si Nestor Ramos ay nagpunta sa karinderya ni Gng. Marchita Ygrubay, 52 anyos, upang maghapunan. Ikinagulat ng aming Regional Director ang nakita n’yang mga sako ng relief goods na may tatak-DSWD sa kainan. 
Kinabukasan din, nagtungo ang ilan pang tauhan ng aming kagawaran upang kumpiskahin ang mga naturang relief items. Pinaninindigan ni Gng. Ygrubay na hindi n’ya alam na bawal ang pagbebenta ng mga relief supplies at na ginawa lamang n’ya ito upang tulungan ang mga nagbenta sa kanya, na nagsasabing mga biktima ng Bagyong Yolanda. 
Para sa kabatiran ng lahat, ang bawat family food pack na ipinamimigay ng DSWD ay may nakatatak na “DSWD Relief Supplies, Not for Sale.” Ang hindi pagsunod dito ay itinuturing na paglabag sa Anti-Fencing Law (at National Disaster Risk Reduction and Management Law) na nagtatakda ng parusang hanggang 12 taong pagkakakulong depende sa halaga ng mga goods sa sinumang mapapatunayang nagkasala. Kasalukuyang inihahanda ng aming tanggapan ang mga kaukulang papeles upang makausad ang planong pagsasampa ng kaso sa mga sangkot sa pagbebenta ng relief goods. 
Lumabas din noong isang lingo sa isang TV station ang balitang nagpapakita ng isang hindi maayos na relief warehouse sa Tacloban City at sinasabing ito, ‘di umano, ay pinangangasiwaan ng aming kagawaran. Sa unang bahagi, ipinakita sa video ang kuha sa harap ng aming warehouse na kita ang panandang “Task Force Yolanda – DSWD Hub”. Ngunit, sa kalagitnaan ng footage ay nag-iba ang lugar at nagpakita na ng mga nakakalat na basura at patay na manok katabi ng mga sako ng dapat ay relief goods. Lumabas ang balitang ito noong ika-27 ng Marso sa Interaksyon.com. 
Kung gagawin ang simpleng matematika, mahihinuhang maaaring nakuha ang video ng Miyerkules, pinakamatagal na ang Martes, bago ang Huwebes kung kalian naisahimpapawid ang balita. Unang punto: Ako ay nasa Tacloban City ng ika-25 ng Marso, Martes, upang samahan sina Australian Ambassador Bill Tweddell nu’ng umaga at si Spanish Minister Jose Manuel Garcia-Margallo nu’ng pagdating ng hapon. Pinuntahan at inikot namin ang aming relief hubs. Kinabukasan, mga kinatawan naman ng World Food Programme ang sinamahan ng dalawa naming Assistant Secretaries sa aming relief hub. 
Sa ganang akin, napaka-imposibleng hahayaan ng aming mga kasamahan na hindi maayos at may nabubulok pang manok na nakakalat sa aming relief hub, lalo’t alam nilang may mga bisitang mag-iikot sa mga araw na iyon. Sigurado akong hindi ito hahayaan ni Lorfel, isa sa mga staff namin sa Field Office VIII, na mangyari. Araw-araw, alas-sais y medya pa lang ng umaga’y nasa hub na s’ya para pamunuan ang mga nakikibahagi sa food-for-work program ng DSWD, na bukod sa pagre-repack at pagbubuhat ng food packs ay sila rin ang kinukumisyon naming magpanatili ng kalinisan sa warehouse. Na bagaman biktima rin ng bagyo at nasugatan pa nga sa braso, nagtatrabaho s’ya hanggang alas-otso o minsan ay hanggang alas-onse pa ng gabi para lang mapangunahan ang mga food-for-workers na ito. O kung may kalat man, siguradong mapapansin agad ‘to ni Jieva, isa pang kawani sa DSWD Region VIII. Alas-singko pa lang ng umaga, nag-iikot na s’ya sa para tignan kung maayos ang lahat. Ang pagsisiyasat din ng warehouse ang huli n’yang ginawa bago umuwi… sa isang tent sa likod ng aming relief hub. 
Matapos kaming makipag-ugnayan sa mga kakilala namin sa nabanggit na istasyon at maglabas ng paglilinaw ukol sa isyu, patuloy pa rin nilang pinaninindigan ang kanilang mga naunang ulat. Dito rin nila binaggit na ang warehouse na kanilang tinutukoy ay ang warehouse sa Barangay Caibaan, Tacloban City. Pangalawang punto: Wala po kaming warehouse sa Brgy. Caibaan. Ang aming DSWD Relief Hub ay nasa Barangay Apitong, Tacloban City, Leyte. Ayon pa impormasyong aming nakalap, ang warehouse na nasa Caibaan ay pinamamahalaan ng mga United Nations agencies na World Food Programme (WFP) at UNICEF. Ito ay kinumpirma ng isang kinatawan ng WFP sa pakikipag-ugnayan ng aming Field Office sa kanila. Muli, ang warehouse na tinutukoy nilang nasa Brgy. Caibaaan ay hindi sa DSWD. Ang warehouse sa Tacloban City ay matatagpuan sa Brgy. Apitong, Tacloban City. 
Binanggit din sa parehong programa ang ilan pang nakaraang isyu gaya ng ‘di umano’y trak-trak ng relief goods na nilibing sa Palo, Leyte at ang nabulok na relief goods sa Barangay Gacao sa parehong lalawigan. Muli, gaya ng nabanggit na namin sa aming mga nakaraang pahayag, tanging isang sako ng biskwit, 10 piraso ng instant noodles, kalahating sako ng bigas and isang sako ng gamit na damit ang itinapon ng LGU ng Palo sa kanilang tambakan ng basura. Ito ay pinatunayan ng isang sertipikasyon mula sa kanilang Municipal Health Office na s’ya ring nagsabi na ang mga naturang pagkain ay hindi na mapakikinabangan ng tao. Sinabi na rin ng kanilang Municipal Social Walfare and Development Officer na si Rosalina Balderas na ang mga naturang donasyon ay nagmula sa mga pribadong grupo at hindi sa DSWD. 
Pribadong mga donasyon din ang mga nasirang relief goods sa Brgy. Gacao at hindi galing sa aming agensiya. Ngunit, taliwas sa mga napaulat, hindi na ito ipinamigay pa ng kanilang Kapitan dahil nga sa ang mga ito ay hindi na maaari pang makain. 
Labis naming ikinadismaya na ang mga paglilinaw mula sa aming kagawaran, na matagal na naming inilibas at ilang beses nang inulit, ay hindi binanggit sa palabas. Seryoso kami sa aming trabaho lalo’t higit ang mga nasa Field Office VIII. 
Bilang patunay, naikwento ng isa naming staff, paglipas lang ng alas-2 ng hapon maaaring may mag-joke sa kanila. Bago mag-alas-2, puro lang sila trabaho. Literal: walang biro. 
Hindi ko po hinihinging purihin n’yo ang aming trabaho. Hindi ko rin inaasahang puro magagandang bagay lamang ang ilalabas ninyo sa inyong mga diyaryo at programa. Ngunit, hindi naman po yata kalabisang hilingin sa inyong tanging katotohanan lamang ang inyong i-balita. 
Kilala ninyo po ako at ang aming ahensiya; alam ninyo kung gaano kami kabukas ang kung gaano kami kadaling maabot. Kung tanging paglilingkod sa ating mamamayan ang inyong nasasa-isip, hindi magiging mahirap sa inyong pagbigyan ang pakiusap na ito. 
Sa mga nagsasabing walang ginagawa ang aming ahensiya at patuloy na nagpaparatang ng mga bagay na walang katotohanan, naisip n’yo ba kung ano ang mararamdaman nina Lorfel at Jieva? O ni Juvy, na dalawang buwang hindi nakita ang may sakit na ama dahil kinailangan n’yang manirahan sa isang tent sa aming warehouse para makapasok nang maaga at matutukan ang paghahakot at paglilipat ng mga relief goods? O ni Japs, na ang huling iniisip sa gabi ay ang pag-aayos ng mga trak na magdadala ng mga relief goods sa malalayong lugar sa kanilang probinsya? Lahat sila, kagaya ng marami pa naming kasamahan sa Field Office VIII, ay patuloy na nagtatrabaho kahit sila mismo ay biktima rin ng Bagyong Yolanda. 
Ang ilan sa kanila ay namatayan din, nawalan ng ari-arian, nasaktan, nasugatan natakot… ngunit patuloy silang pumapasok sa trabaho dahil nauunawaan nila ang pangangailangan ng taong gagawa ng kung ano man ang nakaatang na tungkulin sa kanila. 
Kinikilala naming hindi perpekto ang aming sistema. Marami kaming nakitang dapat pang pagbutihin sa larangan ng Disaster Response. Ngunit ang hindi ko matatanggap ay ang maparatangan kaming walang ginagawa. 
Labis kong ipinagmamalaki kung gaanong ang aking mga kasamahan sa DSWD ay tumugon sa tawag ng tungkulin at nagbigay ng higit pa sa hinihingi sa kanila. Bilang pagbibigay-respeto at pagkilala sa kanilang mga hirap at sakripisyo, kaya ko kayo hinaharap ngayon. Maraming salamat at handa na akong tumanggap ng mga katanungan at paglilinaw. [Ito ay hango sa http://www.dswd.gov.ph ang website ng DSWD. Maraming salamat sa Social Marketing Service ng Kagawaran]

Thursday, April 3, 2014

What's Wrong With You?

"Aquino scolds Lee's 'noisy' captor; he gets no citation"
"Capa faces uncertain future in PNP after media outburst"
"Aquino commends distinguished cops; Capa left out"
The reassignment order: What's wrong with it?
Nothing was wrong with the reassignment order but the timing and the manner by which it was delivered was wrong.  Wrong timing because the reassignment was announced right after the arrest of Lee - a very simple reason why such became the subject of suspicion and interpreted or misinterpreted as a punishment and not a reward. The reassignment order, if it was indeed a reward or incentive for Senior Superintendent Conrad Capa, could have been announced and presented on a later date and probably in a formal ceremony similar to what they had on April 1, 2014. The PNP should know our culture and the kind of media we have. Nothing can escape the kind of scrutiny the public and the media does with such events or turn of events. The PNP could have been more cautious about the timing of such reassignment order. 
The reaction: What's wrong with you? 
Capa's reaction did not go through the PNPs grievance mechanism. It was an outburst captured by the media and fueled further by the statements released by the Senior Superintendent. Capa could have discussed the matter directly with PNP Chief Alan Purisima or he could have filed his complaint or grievance. But we still argue, what's wrong with going to the media? And what do we mean by professionalism? Nothing is wrong about going on a "media tour" if it is at the right time, right manner and for the right reason - meaning, when going out in the open becomes really necessary to prevent neglect or abuse. On other hand professionalism is exhibited when you are able to sustain commitment to policies and procedures, norms of behavior  and respect for individuals, your institution and the community you serve while maneuvering in a very challenging situation. To some professionalism is nothing but a good behavior backed-up by pure intentions. Still to some professionalism is simply being civil even though you have bad intentions.  
The scolding: What's wrong with you? 
Scolding somebody in public reveals your personal feelings about the subject person's behavior or the event. This is least expected from a leader much more if one does it without naming names or what we call in the showbiz jargon as "blind item". If scolding somebody in public is necessary then the leader may do it in such a way that he maintains respect not just on the subject person but to his own person and the position he occupies. There are better ways to do scolding in public without the risk of being "measured" by those who witness such. Some leaders know it. Others do not. Still others refuse to do it. True enough, leaders must be tough to enforce policies and implement decisions. But leaders must be ready to face comments and criticisms including complaints and grievances and whether it follows the prescribed procedure or not. Again the norms of behavior, and of course professionalism, but this time in the highest level. 

Thursday, March 27, 2014

Life in the Workplace: Remembering "Yolanda"

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November 5-6, 2013
I actually started monitoring Tropical Storm "Yolanda" [International Name: Haiyan] on November 4, 2013. On November 5-6, 2013 the DSWD Assistant Regional Directors [ARDs] were in Berjaya Hotel in Makati for the Leadership Training. The leadership training officially started in the morning of November 6, 2013. In the afternoon of the said day, Dir. Ritzie Sampang of the Capability Building Bureau [CBB] called on the Assistant Regional Directors of Regions 5, 6, 7 and 8 to us of Secretary Dinky's advise for us to travel back to our respective regions and prepare for Typhoon "Yolanda's" landfall.

Earlier on that day ARD Nong Ramos of Region 8 and I agreed to have a "session" in the night of November 6, 2014 to talk about issues on regional operations. It turned out that we will never have such time to sit down and discuss as we have to travel back home early in the morning of November 7, 2013. Dir. Nong was actually hesitant to travel back home to Tacloban City but I told him "Nong, kami nga na hindi naman direktang tatamaan ni Yolanda uuwi na bukas, eh ikaw na direktang tatamaan nag dadalawang isip ka pang umuwi." Dir. Nong did not answer back. He just looked at me and went back to his room. At 2 o'clock in the morning of November 7, 2013, I saw Dir. Nong as he went out of the door to catch the first flight back to Tacloban City. I just told myself "tinalaban si Dir. Nong ng mga sinabi ko ah?"

November 7 - 21, 2013
Together with ARD Cora Miña, I took the first flight back to Legazpi at 7:00 o'clock in the morning of November 7. A meeting of the DSWD Field Office No. V Emergency Management Team [EMT] was convened by Director Arnel B. Garcia. Preparations, contingency measures, responsible persons, schedules and other requirements were identified and the team went on to initiate actions. I recommended to Dir. Arnel Garcia to request Governor Joey Salceda for the possible use of Albay Astrodome as repacking center. 

In the afternoon of the same day upon arrival from Manila, I started to serve as coordinator of the DSWD Field Office No. V repacking hub at the Albay Astrodome. Upon the request of Dir. Arnel B. Garcia, Governor Joey Salceda of Albay cancelled all scheduled events in the Albay Astrodome and allowed the DSWD FO V to utilize the venue for repacking of goods that will be sent to Samar [The initial instruction was for us to transport all relief goods to Tacloban City. Later the DSWD Field Office No.V was assigned to cover Samar in its augmentation support to relief operations]. The initial repacking of relief commodities started in the afternoon of November 7, 2013.  In the morning of November 8, 2013, we paused for a while as we watched and felt Yolanda passing by. We never thought how bad it was in other areas until we got the news about Region 8. 

From then on we continued repacking of food commodities in Albay Astrodome. Volunteers from all walks of life came to help. Organizations, students, alumni associations, fraternities and sororities, public and private sector employees,  individuals, tambays and barkadas went to the Albay Astrodome to help. Yes the response of the community to our call was overwhelming and heartwarming. We had up to 500 volunteers at one point and the average of 250 on a daily basis. DSWD V took charge of providing food for volunteers coming from the AFP, PNP and other government agencies while the Provincial Government of Albay provided for the requirements of other civilian volunteers. For volunteers who are engaged in the demanding physical work [hauling of repacked food items and food supplies for repacking, loading of food commodities for transport to Easter Samar, relocation of food supplies and repacked food items in the repacking hub, etc] the usual food from popular food chains proved inappropriate. This was the reason why we opted  to hire a cook who prepared the appropriate food for the volunteers. While a one piece chick'njoy would be fine for a volunteer participating in the lighter side of the repacking operations, this would not be appropriate for a volunteer who is involved in the handling and hauling of heavy food supplies and relief commodities. Whether for regular workers or volunteers nutrition is an important aspect in the operation that should never be ignored. 

A sound system also helped us a lot in doing the daily orientation of volunteers and in providing announcements and advisories. We also utilized it to play some good music to liven up the spirit of the volunteers who would normally respond by dancing, shouting slogans or applauding. The sound system also helped us announce lost and found items or even page for persons in the repacking hub whenever people come looking for them. I can recall one case when a mother came looking for her daughter who joined her volunteer-schoolmates but failed to ask permission from her parents. And another incident where a boy came to the repacking hub to look for her mother who turned-out to be so engrossed in her repacking job that she forgot that it was already late.

For the publication of the day-to-day operations and accomplishments of the repacking hub, a laptop and a flat monitor was set up where presentations were displayed providing updates, data and information to visitors and guests. Being part of the and the repacking hub operations, sharing of such data and information makes dealing with the public's queries and need for information a lot easier. Nevertheless, a staff should always be available to respond to some questions and do some explanation to support the published data and information. 

We had a simple team of coordinators. For the Province of Albay we had Ms. Eden Gonzales who was really quick on mobilizing volunteers and transportation services. From the Philippine Army we had Lt. Rod Oporto who coordinated the day-to-day volunteer service of the men and women in uniform. On a daily basis and as volunteers arrive, I conduct orientation and usher the volunteers in their workplace. Coordination with the DSWD5 procurement and supply team is also done on a daily basis to check on the availability of food commodities and materials needed for repacking. The flow of  volunteers was overwhelming. In fact we often run out off food commodities and materials for repacking as the volunteers can really be fast in doing their tasks. whenever these happen, we mobilize volunteers to clean the place and organize the relief commodities. Ms. Fen Cantuba, head of the Provincial Operations Office for the Pantawid Pamilyang Pilipino Program in the Province of Albay provided support in our day to day operations. She assumed the duty I normally do whenever am not in the repacking hub. A well-trained social worker, Fen was so efficient in providing support to the operation. Members of the DSWD5 Emergency Management Team [EMT] were also organized to render round-the-clock duty at the Albay Astrodome Repacking Hub. A quick daily roundtable to check on the progress of the operations and to troubleshoot problems and get agreements for execution of needed interventions, helps a lot in managing the repacking hub. If we cannot do it face to face, cellphones come handy in the exchange of information. 

In entire duration of our operation, the Albay Astrodome Repacking Hub was open to media representatives who normally come to conduct interviews, get updates, and take photographs or videos of the repacking activities. Friends from the media are normally interested in gathering information about the number and kind of food commodities for repacking, repacked goods, relief commodities transported to the affected areas for distribution, the number of volunteers, problems experienced in the operation and solutions initiated by coordinators and of course other issues that attract readers, viewers and listeners. A good working relationship with the media is maintained when we are open and able to provide them updates about the operations at the time they need it most for print and broadcast requirements. If we are open and candid about the problems we experience and the solutions and interventions we initiate, we are able to get suggestions and support instead of criticisms. Media interviews are opportunities that we should never ignore. 

November 22-December 16, 2013

My tour of duty in the Albay Astrodome Repacking Hub came into an abrupt end when I received an Office Order requiring me to serve as Officer-In-Charge of the DSWD Disaster Risk Reduction and Response Operations Office  [DRRROO] in Pasay City which has under its supervision the National Resources Operations Center [NROC]. No questions asked, I bid goodbye to my partners in Albay Astrodome and took the first flight to Manila on November 22, 2013. Arriving in DRRROO Pasay City, I immediately sensed the different kind of storm that hit the organization. I will share with you the best moments I had at DSWD DRRROO as far as my memory can - from working with the DSWD disaster operations team, coordinating with representatives of partner agencies and the private sector, monitoring the repacking hubs and movement of donations and relief commodities, attending meetings, meeting representatives of donor countries, responding to media interview, sending report to Radyo Veritas Legazpi, making some documentation of my experience, and many more.

The NROC was teeming with volunteers when I arrived. Ronald assisted me to the dormitory at the 2nd floor where he introduced me to my bed as the newest bed spacer in the organization. Ronald also introduced me to some staff who really did not have much time to interact with me as they all looked busy. There was no orientation, no introduction. Times like this you have to hit the road running, and yes I did hit the road running fast with the team. "Augmentation" staff from DSWD Central Office and Field Offices were everywhere - at NROC and the various repacking hubs, storage facilities and ports such as those in Villamor Airbase, Manila International Container Terminal [MICT], Delpan Bridge Commander's Wharf, Ninoy Aquino Stadium, Philippine Navy, the J&Y Warehouse in Cupang Muntinlupa, SWADCAP in Taguig. the operation was 24/7. The food, consists of three [3] meals and snacks? [i cant recall if it was included as am not really keen on remembering if snacks were provided, in the first place snacks is not a regular feature in my life]. I noticed that food was never customized to the requirements of those for whom it was intended. Different people doing different work in different environment, get the same food everyday.  In various ports, terminals and other public places we visit, we normally see the sign: "Don't leave your valuables unattended!" If human talents are most valuable, then we should not leave them unattended.

In one of the NDRRMC meetings I attended, I was asked to define what we mean by "affected population" in our report. We have been using this phrase in our report for so long already and at the height of the Typhoon "Yolanda" operations, one is being asked to define it. Indeed, everyone in the organization or all those involved in any operation should have one and the same understanding of commonly used words and phrases to ensure effective communication. It turned out that the DSWD definition was sought as basis for coming up with a new definition of "affected population" for purposes of providing rehabilitation services. We have calculated our capacity to work alone or work harmoniously with others in the past disasters but Typhoon "Yolanda" changed everything including the definition of the group we normally serve which suddenly became unacceptable to some though its been there for quiet sometime.

Part of the work I had to do was to meet representatives of donor countries at the Ninoy Aquino Internal Airport, the sea ports in Manila, Department of Foreign Affairs and Bureau of Customs. At one point when I represented the Department in the ceremony for the Myanmar donation at NAIA Terminal I, I noticed some boxes being offloaded from the plane which were marked "Do Not Offload." Worrying that the boxes were not part of the donations, I advised an officer of the Philippine Air Force about it. It turned out that I was right. The boxes were not supposed to be offloaded, not just because they were not part of the donation but because they were aviation tools that should remain in the plane. The representatives of the donor country laughed a lot when we told them about it.

In another occasion at Pier 15, I delivered this message which I composed while the ceremony was going on after being advised by the Ambassador to say something to acknowledge the donation: "His Excellency, Ambassador... To our friends from the media. Distinguished guests, officials, men, women and children present here tonight, good evening. In behalf of Secretary Dinky Soliman of the DSWD, we would like to express our heartfelt gratitude to the people of Indonesia. The fury of Haiyan really humbled us, but the response of the international community lifted us and gave us strength. This experience helps us learn how to improve our response to the affected population. It tells us that we are not alone, we will never be alone because the world is always ready to help. With your help, we are continuing relief operations in the affected areas. we have established hubs for the production and distributions of relief goods. We continue to mobilize volunteers and we are now moving towards rehabilitation and reconstruction. Soon it would be toward normalcy. For sure we will never run out of helping hands and hearts. Once again from the bottom of our hearts, thank you very, very much. Mabuhay, Indonesia." Going down the stage, the Ambassador shook my hand and told me "Great speech!" I just replied "Thanks a lot, Sir!" Back in our table, my companions from other government agencies told me, "Sir, you can probably teach us how to do that kind of impromptu speech." I just smiled and looked back at the notes in my phone.

While serving as OIC of DRRROO I made some materials on "Working with the Media" which included the documentation of my transactions with Ms. Maan Macapagal of ABS-CBN and "Working with Volunteers" wherein we featured the visit to NROC of the Bb. Pilipinas-Universe ladies. These materials are in my Facebook account - Lex Armeña [Elis].

The interview conducted by Ms. Maan Macapagal was done at the JY Warehouse in Cupang, Muntinlupa. It was coordinated by the Social Marketing Service [SMS] through Ms. Geng Fischer and Mr. Leo Bernal. We explained to ABS-CBN that donated goods are normally examined and sorted to avoid breakage of bottled goods and to redistribute some items so that beneficiaries will not be receiving so may similar items in one pack. We also featured in my facebook album the Bb. Pilipinas-Universe ladies when they visited NROC to render volunteer service. They did repacking of food commodities and had a lively interaction with the other volunteers.

I served as OIC of DRRROO for 25 days from November 22, 2013 to December 16, 2013. On December 17, 2013, I went back to DSWD Field Office V and waited for the new office order that would bring me back to ICTMS at the DSWD Central Office. 

Wednesday, March 19, 2014

Cebu Pacific did it again!

"Every Juan Flies."  - but Cebu Pacific did it again - by refusing to board a 12-year old boy with congenital disease due to a damaged passport. Previous cases need not be discussed here but this recent "Juan" reminds us that Cebu Pacific is not ready to sustain its slogan and needs help to understand what should be done so everyone in the organization will be consistent with its motto.
Below are the advisories published by Cebu Pacific. I used them to communicate my own advise to the company and its men and women. 
CEB Advisory - Mar 17, 2014, 12am:
To those inquiring about JR Pajaro's post, CEB's Guest Services team has already contacted the affected passengers this morning and provided all necessary assistance so they could push through with their flight. We have also contacted Vietnam immigration authorities and arranged for the rebooking of the passengers. We pray for her son's successful operation.
We are looking into what happened and will follow due process. At the same time, we will be in touch with the affected passengers to ensure that their concerns are properly addressed. We sincerely regret the inconvenience this has caused them. [The Cebu Pacific Team]
My Comment: I appreciate this gesture. Accepting your fault and doing something to fix the damage. This is the point where we must be able to learn our lesson.  
And yet, another advisory:
CEB Advisory - Mar 18, 2014, 3:30pm:
Thank you for your concern regarding the Palileo family. 
Rejoinder: You do not have to thank the citizens for the show of concern to the Palileo family. It is the duty of every citizen to show concern. Your opening statement should be: "Thank you for reminding us to show concern to our passengers."
Just to let everyone know, we accommodated the Palileo family on our flight to Ho Chi Minh last Sunday, 16 March, because they were able to present a new (temporary) passport from the Department of Foreign Affairs. 
Rejoinder: Of course, you should accommodate the Palileo family because they have a new passport. but prior to that you refused and failed to assist them. Your refusal earlier could have been translated into a more productive and positive approach by informing the passenger on what they need to do with the passport.
Upon arrival in Ho Chi Minh, the family was met and assisted by our station officer. While clearing with Vietnam Immigration, they initially presented the defective passport and this was not accepted. They were only accepted for entry when they presented the newly issued passport. 
Rejoinder: With this statement Cebu Pacific is telling us "See, even Vietnam did not accept the defective passport therefore we were actually right in refusing the Palileo family." But the defective passport was not the real issue. The issue here was the attitude, reaction and approach you have exhibited when you were confronted with the situation. Remember that you are in the business because of service. You could have done better than refusing to board the Palileo family. 
My Advise: Cebu Pacific must change its attitude, reaction and approach to situations like this. Whenever you are confronted with this kind of situation, the first thing that should come into your mind is "How can I help this sick Juan so he can fly?" or "How can we help this Juan solve his problem?" - Cebu Pacific must throw away its default reaction "Hmmm, there is something wrong and I cannot allow this Juan to fly!" If you are really committed to your slogan then you have to consider these - You could have done better by saying: "Sir/Mam, we have noted that your passport is defective and this will cause delay in your travel. Here is what you can do to solve the problem [provide them information on how they can facilitate solution to the problem]. We are referring you to [somebody in your organization or any organization who can help] to facilitate your transactions so you can proceed with your travel." - this will make the passenger feel better. 
We acknowledge that we could have exerted more patience and compassion in explaining the situation to them last Saturday, and for this we sincerely apologize. 
Rejoinder: This should be your opening statement. It shows your sincerity.
Rest assured we are looking into how this was handled, and we will take the necessary administrative actions.
Rejoinder: "Administrative actions" refer to something internal to Cebu Pacific and though it is significant this is not what the passengers and citizens need. Citizens need assurance. "Rest assured that this will not happen again." - sounds better. 
My Advise: I therefore recommend to the management of Cebu Pacific to focus more on the requirements of their staff. In ports and terminals we normally see the sign "Don't leave your valuables unattended." CEOs, Managers and Leaders normally say that their workers are the most valuable asset of the organization. So I say to them, "Don't leave your valuables unattended!" If you really value your workers, you need to work hard to ensure that they are properly equipped with the right attitude, knowledge and skills that will enable them to behave appropriately if faced with challenging situations in the service. Workers must be able to equate their behavior to the goals and objectives of the organization and ultimately to the service. This way, you can guarantee that you are right in saying that "Every Juan Flies." 

Tuesday, March 18, 2014

Disaster Risk Reduction and Management

Evacuees from Tacloban City arrive at the Villamor Airbase 
in the aftermath of Super Typhoon "Yolanda".
I can still recall when I joined DSWD Regional Field Office No. V 26 years ago - that was in 1988 - when the first Disaster Management Training Program was conducted participated by representatives from various agencies. It was a period of knowing more about hazards and enabling and enhancing the competencies of the service providers in dealing with disasters. But while service providers studied about hazards, warning systems and the principles and processes of vulnerability and capacity analysis, little attention was given to the fact that what the service providers know must also be known to the potential victims of natural and human-induced hazards [man-made disasters before]. It cannot be denied that the families and communities need such training as much as the service providers do. Understanding the hazards and their vulnerabilities and capacities are the most basic knowledge that families and communities should learn for them to appreciate the significance of being prepared.

In the 1990s we already had the family and community disaster preparedness [FCDP] training program. In fact, I was part of the team that conducted the pilot testing of the FCDP in Barangay Cogon, Irosin, Sorsogon - a barangay that is situated at the slopes of Bulusan Volcano.

The pilot testing of the training program was conducted right in the heart of Barangay Cogon in a somewhat classroom-type of a facility. We had a small group of family-participants. I can no longer recall the number of family-participants but i can still vividly remember that each family-participant was composed of the father, mother and two children. During the first day of the three-day training, we were all glad to see 100 percent of the identified participants. On the second day, we have noted that either the father or the mother or one of the children is already missing. More family members failed to come on the final day. The reason? - either of the family members or most of them have to attend to their farm, business, occupation or income generating activities. Our realization? - we cannot just focus on the training program - we need to consider the fact that family-participants need to sustain their daily income while attending the training program. The training program is necessary but the day-to-day activity to generate income for the needs of the family is more important. Indeed, how can they sustain their active participation in the training program when at the end of the day they will worry about the food for their families? The "Food-For-Training" or "Cash-For-Training" was the most logical and practical proposition then to provide [not necessarily compensate the families] a replacement for the income that the family-participants will forego while attending the training program. Funding support for this must be included in the budget that will be allocated for the training program - this was part of the training team's recommendation.

Series of family and community disaster preparedness training programs were conducted in Irosin, Sorsogon in the years that followed. Barangay officials also had their distinct training program that also included the formulation of ordinances and programming and budgeting for disaster risk reduction and management [disaster management before].

Yes, after witnessing the impact of typhoon "Yolanda" and joining the Department's response team in my simple way, my previous activities on disaster risk reduction and management in Bicol region were reconstructed in my mind. Never underestimate the power of nature. Preparedness starts with having the right attitude, understanding the hazards and our vulnerabilities, harnessing our capacities and putting into action the things that we need to do to be ready. [to be continued]