“Strategies for developing an

effective and efficient MIS in the

Autonomous Region in Muslim
Mindanao”
TOMASITO S. VILLARIN

Management Research Report

Masters in Development Management
Class 2012

ADVISERS: Prof. Manny de Vera, CDM

Prof. Matthew Escobido, MBA
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 Background of study
 In 2011, Congress passed a law postponing the scheduled
ARMM elections and synchronizing it to the May 2013 regular
elections
 President Aquino installed officers-in-charge (OICs) led by
Gov. Mujiv Hataman to oversee “reforms in governance”
 Gov Hataman promoted a policy of ‘open and transparent
governance’
 However, ARMM is plagued by administrative and structural
problems since its creation in 1989 and later, amended in
pursuance to the 1996 Final Peace Agreement with the Moro
National Liberation Front under Chairman Nur Misuari
 ARMM reforms being undertaken parallel to having a peace
agreement with the Moro Islamic Liberation Front for the
creation of a new political entity to ‘replace’ ARMM
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Purpose of the study
 Main purpose is to develop and strengthen
management capabilities of the Office of the
Regional Governor-ARMM in managing
information and knowledge for transparent and
accountable governance
 Specifically, the study will conduct a systems
analysis on ORG-ARMM; identify stakeholders
and possible bottlenecks in implementation;
identify the benefits to be derived by the
organization; and recommend strategies for its
implementation.
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Hypothesis of the study
 Part of new public management literature strongly supports the
view that the introduction of critical management information
systems could impact highly on delivery of basic services
 Development and availability of information technology provides
the necessary tools and structures to make reforms workable
(Greer, 1994)
 MIS are pivotal to the principle of management decentralization
that leads to greater accountability because of greater
confidence in reported performance information (Larbi, 1999)
 Resistance to IT is given but will eventually taper off if MIS is
seen not just as a technical intervention but a paradigm change,
a mind shift towards structural organizational reforms

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Research methodology
 Systems analysis of ORG-ARMM data management
and information system
 Review of workflow processes, organizational
structure, systems and procedures
 Survey and key informant interviews with various
stakeholders from LGU, CSOs, national line agencies
 Focused group discussions with key staff in ORG-
ARMM
 Review of related literature on best practices on IT for
transparent and accountable governance
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 Part 1: External and internal
environment analysis
 ARMM’s weak governance has led to abject poverty of its peoples
and very low levels of human development
 Lack of ‘intent’ on the part of the national government to
institutionalize reforms in past administrations; high corruption
abetted
 LGUs within the ARMM not under the direct control and
supervision of ORG but with DILG national/Malacanang
 Socio-cultural factors like datu, clan system entrench practice of
patronage and ridos exacerbate conflict in the region
 Rejection of ARMM as entity by a significant mass of its population
engaged in armed rebellion

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ARMM: Reversing the tide
 OIC Regional Governor undertook a reform process and
directly accountable to the President; strong presidential
support as ‘leverage’ for reforms
 Stimulus fund for ARMM to be undertaken by national line
agencies
 Strong support from civil society and donor organizations for
reform
 A 15-month “window for reforms” opened up until May 2013
where a new set of elected officials will take over
 Information technology as a ‘leverage’ for reforms;
enactment of EO 7, last March 1, 2012 by Gov Hataman as
policy mechanism

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ARMM-ORG organizational chart

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Part 2: Elements of a strategy

 Administrative reforms are critical and immediate to

address inefficiencies that often leads to corruption
 ORG needs to organize its information systems that
will provide coherence and policy direction
 Change that is doable in the short-run and can get
support or buy-in from diverse stakeholders
 Change that impacts in the long run and self-
liquidating

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Value-chain of a service-oriented
architecture on MIS
 Organizational infrastructure: Adhoc technical working
group, inter-agency cooperation, integrated approach
(ORG-MIS office + RPDO + OES)
 Human resource management: training, social
marketing, MIS-based planning and budget, accounting
systems
 Technology development: systems analysis/design,
software development, fiber optics based platform
 Procurement: feasibility assessment, bidding/ legal
requirements, budget

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 Feasibility assessment
 Performance metrics for ORG-ARMM
1. Cost reduction and simplified service delivery especially on
budget, disbursements, and funds accounting
2. Improved responsiveness and information sharing between
and among agencies
3. Improved management planning and monitoring among all
levels of government in ARMM ORG
4. Opening partnership opportunities with donor agencies,
private sector
5. Promote new public management practices
 Survey with ARMM stakeholders on perception on MIS shows
high level of understanding on need for reforms but low self-
rating on knowledge on computer systems / IT
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 Feasibility factors
 Legal: in pursuance of AO 25 creating an inter-
agency task force on NG performance monitoring,
information and reporting systems using results-
based performance management systems (RBPMS)
 Risk: political buy-in by critical stakeholders,
institutional and organizational commitment to
change (survey shows high support), definition of
success vis-à-vis expectations, peace process and
shift to a new political entity
 Technical: inter-operability of the system, non-
proprietary nature, socio-technical systems
perspective
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 Operationalizing the MIS
 Fiber optics is preferred platform for an MIS for ARMM as
it provides fast, secure and reliable way to share
information across computer networks within the ORG
compound
 Conduct a system diagnostics workshop of the ARMM
ORG, devolved agencies and locally created offices to be
in sync with the Commision on Audit and Department of
Budget and Management protocols.
 The results of the diagnostic workshop will be one of the
bases of the customization of the financial software of
ARMM.
 Narrative reporting systems with comparative analysis of
agency performance over time
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Proposed MIS design

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Project financial analysis
 Project can be implemented in three phases over nine
months: 1) establishing VPN with fiber-optics based
platform, cabling installation; 2) installation of customized
software for budget, payroll, accounting, biometrics, and
in-house training; 3) project implementation, monitoring
and evaluation.
 Project costs estimated to be around P45-M broken down
as follows: P25-M hardware and peripherals; P10-M
software design; and P10-M modules and training.
 Proposed budget for the project can be sourced from local
funds as well as counterpart from DBM under AO 25 re
harmonization of management reporting systems in
government
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 Conclusion and
recommendations
 ARMM ORG-MIS is relevant, timely, and realistic given
the nature and scope of the administrative challenge on
knowledge/information management to make critical policy
decisions
 MIS will support open and transparent governance which
can translate to efficiency of service delivery and make
government accountable to the people, thus leading to
effective governance
 MIS will be ARMM’s legacy in the transition to a new
political entity envisioned under the GPH-MILF peace
agreement

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Maraming salamat!

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