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Foresight of Philippine Public Administration Competencies in the Context of

the COVID-19 Pandemic

Research Proposal · September 2020

DOI: 10.13140/RG.2.2.22589.69609/1

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 Foresight of Philippine Public Administration Competencies in the
Context of the COVID-19 Pandemic
By: Prof. Analiza V. Muñoz
analizavmunoz@gmail.com, +639178078121

ABSTRACT

The public administration’s evidence-based strategies and practices have evolved, focusing
largely on empirical methods and evaluation of best practices in various fields of public
administration. It occupies a strategic position in the public governance system of the country
(Gupta, et al., 2018) and plays a major role in governing modern-day society. The government,
without the support of able public administrators, is like a vehicle without wheels (Gupta, 2017).
Therefore, the role of Public Administration is important in every government and their abilities and
competencies are essential to the successful implementation of its functions.

With the growing challenges encountered by the Public Administration as a result of the
emergence of the novel coronavirus or known as COVID-19, their competencies are being tested
with an urgent shift to the digital transformation of the public service that needs to be implemented
without further delay.

The researcher conducted this study to examine whether the public administration has the
capacity and competencies to address the imminent health threats brought by COVID-19 and to
evaluate whether foresight of the competencies of the public administration is the best strategy to
be more prepared, resilient, and sustainable for the next 30 years.

Foresight as future literacy (Miller, 2007) is a technique that builds organizational ability to
analyze, explore, and broaden information from the current to anticipate and conceptualize
scenarios for "possible, probable, and desirable" future projections (Jones, 2017).

This study used an empirical approach to determine whether foresight is the best possible
way to equip the Public Administration to develop and strengthen its competencies to be more
prepared, resilient, and sustainable in the future. It is an essential process to move the public
administration from one risk adversity to analyze the threat, realize the complexity that awaits as it
takes a new direction to shape the future.

The author considers that foresight is a very valuable method for resolving an issue and
difficulties of ambiguity as well as developing one's competency. The author therefore finds that, in
addition to the tools introduced and enumerated by experts and other authors of future thinking,
strategic foresight and future literacy, with foresight as competency, public administration and all
other individuals involved in policy-making and decision-making, it is suggested that another tool
called 'Reverse Competency Foresight' be used. This tool undergoes three monitoring phases where
the strategies used by the Public Administration need to be enhanced, adjusted or modified to meet
the desired outcome or future.

Keywords: Governance, Foresight, Public Administration, COVID-19, Technology, Reverse Foresight,

Future’s thinking, Strategic Foresight Tools
Introduction:

Today, confronting the tremendous difficulties and impact brought into the world by the
novel coronavirus or known as the COVID-19, the Public Administration's competencies are being
tested in providing an urgent response and intervention to resolve or minimize the effects and risk
to human life. This current chaos resulted in both the economic instability and the discovery of
whether the government authorities and Public Administration are competent or incompetent to
handle the urgency of a situation. This pandemic also puts almost every nation in the world at the
edge of the cliff, with little or no notice of fatalities, closure of industries, reduced accessibility,
restricted mobility, scarcity of food products, job losses, inadequate healthcare services, and much
more.

Every government across the world displays a range of leadership strategies, competencies,
resources, technology, and abilities to deal with the challenges of this pandemic. Reactions in the
Public Administration have undergone a dramatic shift, its system has suddenly reorganized to move
to a new agenda and focus, and has suspended its previous plans, which will ultimately result in its
inapplicability to the current situation even after the pandemic has been resolved. Several countries
show their latest approaches, strategies, tools, and customized pandemic response-technology. The
COVID 19 pandemic, which has affected all nations, demonstrates the importance of coordination,
mindset and behavior, expertise and experience needed to sustain public policy, including political
and ethical analysis, innovation, competencies and leadership skills (Palsdottir, 2020).

The healthcare professionals, public administration, and the general population must,
however, demonstrate unity, work together, and continue addressing the impact of this pandemic to
prevent, contain, and eventually stop the pandemic (Yoo, 2020). Assuming, however, that all nations
have been able to stop this pandemic, the impact and the damage it causes remain, it leaves scars to
individuals, especially those who lose their love one's and those businesses that shutdown. In order
to avoid similar impacts, the public administration must address and plan, using foresight in
unfamiliar and unforeseen situations, what strategies and approaches it needs in the next uncertain
years.

The aim of this research is to identify the skills and competencies of the public
administration as well as the appropriate tools for dealing effectively with uncertain natural
disasters and emergencies, and to encourage them to look forward to the future, even if this
remains uncertain. Foresight as part of the public administration's competency is needed to make
them more resilient and equipped.

Objectives of the Study:

1. To know the importance of foresight as part of the competency of public administrators and
government officials.
2. To determine which method or tool will make it possible for the Public Administration to
anticipate potential challenges to achieve the preferred future.
 Figure 1. Conceptual Framework of the Study

Figure 1 demonstrates how the present study gathers its data and conceptualizes it in the
following manner; identifies the researcher’s objective of conducting the present study; gathers
information or data from various studies and determines the competencies required for the leader
or the public administration; evaluates the theories, approach, principles, and tools needed to
achieve the objective of the study; and the result of the numerous studies on public administration
and leadership competencies, foresight, and the role of public administration. The researcher used
the triangulation approach to compare, coordinate, align, and interpret the data collected to obtain
the findings and the conclusion of the study.

Theoretical Framework

Figure 2. The Process of Identifying the Competencies of

the Public Administration using Foresight

Source: Cuhls, (2003)

 The researcher used Figure 2 to accomplish the objective of the study. The public
administration should examine not only the systematic approach to a situation, but also the use of
strategic foresight for its policy-making and decision-making, and the steps taken in a generic
manner, applicable to any kind of disaster, emergency or crisis, to prepare it for the imminent,
probable, unexpected occurrence of a pandemic, volcanic eruptions, earthquakes, floods, etc.

This illustration concerns not only the probable future but also the readiness and
preparation to examine the initial decision for the future (Cuhls, 2003). Foresight is not only about
choosing the most desirable option, but also strategically selecting the least appropriate alternative
for a specific situation, and determining whether a potential response is generic when used to
address any kind of disaster or crisis, and considering that it may be the most desirable option.
Public administration has different competencies in different areas, not all of which are applicable in
specific situations and settings. As a result, the public administration should use the methods shown
in Figure 6 to identify the tools needed to address the desired strategies for the future in response to
imminent or unexpected disasters or crisis. The tools identified to describe how the competency
foresight should be assessed are designed to determine where it is still relevant for the next 30 years
or whether it needs to be improved in order to be more applicable and useful. It is clear that the
best competencies currently in place and effective will no longer be applicable and useful in the next
30 years.

Foresight is also undertaken to obtain more information on what is to come, so that today's
decisions can be more precisely focused on the experience available than before. Foresight is more
than projections or forecasting, it is determined to overcome uncertainty through intense
stakeholder engagement (Van der Meulen et al., 2003).

Who are the Public Administrators?

As the government executive body, the public administration oversees all government
initiatives, plans, and strategies as well as their interplay with the political-civil-social relationships
with private organizations (Brillantes et al, 2010). The effectiveness or vulnerability of the
government depends on the proper implementation of the function of public administration and on
the commitment it contribute to policy-making.

The public administrators are then responsible for establishing, reviewing, adopting,
formulating, implementing and evaluating existing and proposed public policies and program. They
also monitor the implementation of programs and policies in the communities to which they belong
and the proper use of resources. They accomplish this function by using a top-down approach.
However, public policy administration is not confined to elected representatives. In certain
instances, citizens of democratic countries have the influence to affect policy decisions by engaging
in popular elections, advocating or protesting for particular interests, or petitioning their elected
politicians. It seeks to clarify how governments, organizations, and citizens, through different
political structures, participate in policy-making and analyze the impact of these policies on citizens,
government institutions, and shared interests. Public administration is referred to as the
organization, practices, and actions of administrative bodies and elected leaders in managing the
government.

Role of Public Administration

Public administration includes the operation of the public sector to achieve policy priorities
for the general benefit (Singh, 2019). Its role lies beyond the realm of politics. Public administration
faces an enormous workload in dealing with an unforeseen occurrence that requires urgent
attention and response if it is incompetent and fails to anticipate the impact of uncertainty with
limited resources. Therefore, the Public Administration should be equipped with foresight
competency to be better prepared for future obstacles.

Figure 3 points out the role of the public administration applicable in the present situation.
The public administration could 'increase state activity' by supporting its citizens to alleviate
illiteracy, poverty, and hunger. To achieve this, it should be more proactive in the implementation of
programs, policies, and initiatives to strengthen the society where it belongs. These policies should
give priority to the health and wellbeing of the society, which refers to the 'welfare concept'. With
the pandemic situation of the country, the role of the Public Administration is also as 'stabilizing
force' by creating strategies and policies to deter the further spread of the pandemic, with its
'democratic setup', to enable people to engage in decision-making. It is also an 'instrumental in
social change', which drives transformation and reform to facilitate 'good governance'. However,
with present mobility restrictions, the role of public administration is to encourage the use of
technology in the delivery of public services or the 'e-governance'.

Figure 3: Role of Public Administration

Source: article1000.com
Response to COVID 19

According to the World Health Organization (2020), the government initiated a multisector
approach to COVID-19 through the Interagency Task Force (IATF) on Emerging Infectious Diseases
headed by the Department of Health (DOH). The Government aims to control the spreads of the
COVID-19 and reduce socio-economic implications through the National Action Plan (NAP) for
COVID-19.

Several measures were implemented by the government, including the Community

Quarantine in Metro Manila which extended to Luzon and elsewhere in the country. It also
augmented its testing capabilities from a national testing laboratory in collaborative efforts of the
Research Institute of Tropical Medicine to allow authorized laboratories across the country; it
continued to ensure that the public health system was accessible to the public as well as financial
programs and to monitor isolation, quarantine and hospitalization cases, and to analyze the impact
on the social and economic upright of the country, as well as providing social amelioration to low-
income families (id).

There is an unmanageable increase in the number of victims of COVID 19. The government
blames the people of its stubbornness and disobedience, either to the orders of the government or
to the directives to remain at home and to observe social distancing. Likewise, the people blame the
government due to lack of commitment, preparation, resources, political will, and readiness.
 This "new normal" drives the researcher to examine the response of the Public
Administration in the battle against COVID-19, and how public service innovators can support the
government in policy-making, and in developing a recovery plan not only for this pandemic, but also
for other unanticipated emergencies. This transition has also led the public administration to focus
on how it can incorporate planning skills and competencies, research strategies, opportunities, risk
reduction, innovation and policy decisions across the country at this critical time. The public
administration has encountered unique challenges in coping with the consequences of the spread of
this virus and, in order to cope with it, requires a leadership style that emerges directly from the
knowledge of complex processes by proactive leadership as explained by Drath (2004) in his studies.
In order to address these needs, leadership must be focused on a system that seeks to assume that
all dynamic human processes have three needs: direction, commitment and adaptability.

People learn to work together independently on the basis of their experience and their
environment. The Public Administration should also establish a foresight competency that can be
used to work effectively and anticipate the Government's need and potential action to resolve any
ambiguity in the future.

Competency is, therefore, defined as a collection of measurable, observable, and critical

beliefs and practices which translates the capabilities which are considered essential to the success
of organizations (CSC, n.d).

Figure 4: Leadership Competencies based on CSC Resolution No. 1401375, s. 2014

Source: CSC, (n.d)

Figure 4 illustrates the leadership competencies applicable to leaders such as the Public
Administration. It identified the seven leadership competencies such as partnering and networking,
managing performance, coaching for results, leading change, thinking strategically, building
commitment, and developing people. This was trimmed down to five competencies such as building
a collaborative and inclusive working relationship, managing performance and coaching for results,
leading change, thinking strategically and creating and nurturing a high performing organization. This
leadership competencies with the requisite foresight are functional skills shared by policy makers
and decision-makers. It manages and directs the process of transition to reduce the detrimental
consequences of instability and the problems it has generated.
 Figure 5. A Metaphor for Competency

Source: Kim (Systems Thinker)

Figure 5 shows a three-legged stool that represents the capability of the Public
Administration. In his article entitled "Leveraging Competence to Build Organizational Capability,"
Kim discussed that the Aspiration leg centers on the creation of a well-defined mission and vision for
the Public Administration and its organization (Personal Mastery and Shared Vision). The Generative
Conversation Leg focuses on increasing one 's ability to think, reflect, and cautious when one listens
or talks to others (Mental Models and Team Learning). Understanding Complexity internalization of
perceptions and qualifications, which makes it possible to properly understand and manage systems
interlinkages that create complicated institutional processes (Systems Thinking). However, without
one leg, the stool will only stand temporarily, but it will collapse later. Therefore, it still requires one
leg to stand to render it complete and useful. One of the core facets of this comparison is that public
authorities have the right, sufficient and practical capacity to efficiently perform their task, as their
expertise is broader, where experience, knowledge and correct behavior are needed to help
individuals work effectively (PAHRODF, 2017). The Public Administration should also integrate these
skills in order to develop its desired future. It will help them to express a clear picture of what they
are looking for; it will also inspire them to build diverse relationships and discuss how their
conclusions can be created, and establish a logical means of research to overcome the complexities
involved, such as COVID-19.

Figure 5 also demonstrates the level of foresight of the novice public administration, which
has a basic aspiration that can only create simple interactions and handle a simple situation. It's
someone who's been doing a job or something in an easy way for a short term. The ability of the
public administration grows and broadens on the basis of their expertise, competence as time
passes, and this can be illustrated whether they are either a beginner, or competent, or proficient or
an expert in applying foresight, to strengthen the efficiency of organizational learning with the
capacity to create their preferred future.
Table 1. List of Studies on Competencies
 Table 1 summarizes the analysis carried out by a variety of scholars and experts based on the
right competencies of a leader to accomplish his/her duties effectively. This indicates that the public
administration requires a wide range of foresight-added competencies to serve its mission.
However, not all competences are uniformly applicable in all cases, certain competencies apply
specifically to a particular situation. Public administration also has varying expert knowledge and
competence depending on the field of which it belongs.

Foresight

The Philippines has faced a number of challenges and problems triggered by an unforeseen
crisis, such as the eruption of the Taal Volcano, the spread of African swine fever, the H5N6 avian
influenza and the COVID-19. The Public Administration was caught in the middle of this crisis,
allowing it to show its expertise and competence to respond quickly to people's needs and mitigate
the impact of this unforeseen crisis.

Public administration, decision makers, and public servants will now speculate what their
respective positions of responsibility will have in the future. Planning with foresight for climate
change phenomena or potential pandemics or emergencies could theoretically minimize risk and
harm. This involves the mapping of dangerous zones, robust environmental conservation, food
security, and human mobility, the preparation of a contingency plan as well as the continuity
planning for the government, and the formation of participatory government and its citizens by
literacy, training, forums and infographics. Climate change, unprecedented emergencies, and
pandemic awareness will help people to adapt and plan for the present and potential impacts of
these emergencies (Intergovernmental Panel on Climate Change [IPCC], 2005).

The foresight of the consequences is, in effect, to foresee the consequences of decisions and
actions made before they take place. Looking at the potential implications, for example, of the
reckless treatment of the environment, is likely to have a negative effect not only on the economic
development of the country but also on the well-being of the people. Here, Foresight is a systemic,
participatory, forward-thinking and medium-to long-term vision-building mechanism aimed at
facilitating current decisions and mobilizing collective activities (Foresight-platform.eu). Foresight is
therefore about different approaches and techniques, contemplating different potential future
trends and their incorporation into decision-making, while thinking, debating and shaping the future
(JRC, 2001).

In this study, the author acknowledges that the relationship of foresight as competency in
policy and decision-making is ideally recognized, because foresight as competency can foresee
emerging patterns in an organization's future, identify potential complexities and understand the
context under which it operates are competencies that distinguish outstanding performance from
mediocre performance of individuals (Boyatzis, 2008). Public administration should welcome the
use of rigorous strategic foresight in policy guidance, preparation and design of efficient provision of
services on the basis of the current nature of the service delivered by the different
agencies/organizations, but the cultural fitness, efficiency and consistency of execution should be
taken into account by the public administration as a procedural strategy.

Triangulation Analysis

The Public Administration, as described by Brillantes et al. (2010) deals with the enforcement
of government policy, plans, initiatives, programs and projects, as well as the political-civil-social
partnership with private organizations. This confirm that the role of the Public Administration as a
key player of the Government in creating, updating, modifying, formulating, executing and analyzing
public policies critical to the operation of the Government. With this complex role of maintaining the
functioning of the government, the public administrators should be qualified to conduct their duties
not only in the present time, but also in the future, particularly if they are faced with an unforeseen
crisis or catastrophe. In order to address such an emergency, the Public Administration should make
appropriate plans and preparations to strengthen its competency and foresee the resources needed
for the future.

Foresight is an approach to these challenges. These are two aspects to foresight: first,
foresight is a ‘process’, not just a collection of strategies or techniques. It requires participative
processes to ensure input from and to the appropriate participants. Second, the foresight of the
initial phase (Martin, 1995) is to address the question, why does the public administration need to
know the necessary competencies for an unexpected, unanticipated, and unforeseen scenario, if this
is still uncertain? This is achieved to accomplish the vision of public administration with their
preferred result for the future, the life they want their people to have, and the kind of government
or public administration they want people to follow. Coates (1985, p. 30) formulated a broad
definition of foresight:

“Foresight is the overall process of creating an understanding and appreciation

of information generated by looking ahead. Foresight includes qualitative and
quantitative means for monitoring clues and indicators of evolving trends and
developments and is the best and most useful when directly linked to the analysis of
policy implications. Foresight prepares us to meet the needs and opportunities of the
future. Foresight in government cannot define policy, but it can help condition policies to
be more appropriate, more flexible, and more robust in their implementation, as times
and circumstances change. Foresight is, therefore, closely tied to planning. It is not
planning—merely a step in planning.”

This means not only a comprehensive view of the future but also the creation and selection
of a sustainable alternative for the future. This would allow the Public Administrator to address the
needs and opportunities for the future and help them create policies that are more effective and
versatile in their execution, which could be incorporated into the planning activities of the Public
Administrators.

Foresight focuses not only on what the future looks like, employing the futures thinking
tools but also on the implementation and examination of the different techniques and solutions for
the present. What does the direction of the future mean to the present? Foresight is not only about
anticipation, but its findings provide ‘information' about the future and are also a step in the
preparation and analysis of decisions.

Several future’s thinking and foresight studies have identified several tools to help
participants achieve the preferred future. Figure 6 shows the tools commonly used, however, the
researcher included another tool to determine how the competencies of the public administration
might be identified as useful in dealing with a specific situation or an imminent and unanticipated
crisis or disaster over the next 30 years.
 Figure 6. Tools for Futures Thinking and Foresight

Figure 6 demonstrates the process loop for future thinking and foresight. This loop
illustrates one direction for a better future by using different tools in different situations to identify
the direction that people want to take to achieve their preferred future. ADB (2020) identifies and
describes the following tools: (1) Backcasting begins with the concept of an ideal future (e.g. vision)
and then looks back to determine what it will take to get there. It will encourage stakeholders to
introduce new solutions that are more innovative, stirring a dialogue about a future that it can build
(Becque, 2015); (2) Causal Layered Analysis is an approach which determines the root of various
problem or issues from perceptible to the imperceptible (ADB, 2020). As a strategy, its usefulness is
not to anticipate the future, but to create transformative spaces for alternative futures to be
created. It is also likely to be helpful in creating a broader, more inclusive, longer-term approach that
is more sustainable (Inayatullah, 2004); (3) Emerging Issues Analysis In their earliest growth, it is
meant to recognize aspects that could prove helpful or detrimental to the desired futures of the
people or organizations undertaking or requiring the research, based on when and how they evolve
(Dator, 2018). Potential problems/opportunities in their early stage of growth are emerging issues.
Trends are future problems/opportunities that have completely formed and will turn into mature
issues/challenges; (4) The Futures Triangle analyses the connection between the future, the present,
and the past to look into the possibility of a future situation. The Futures Triangle, a tool developed
by Sohail Inayatullah, helps one to give equal priority to the drivers of transition who initially seem
out of place or appear to be at a lower degree of certainty than other drivers by classifying them by
timeframe (KnowledgeWorks, 2020); (5) The Future Wheel is a technique that uses innovative and
analytical thought to determine the consequences of an evolving problem. It is a tool for defining
and packaging the primary, secondary and tertiary impacts of patterns, incidents, evolving problems
and potential future decisions (Glenn, 2020); (6) The scenario is a method that looks at and explains
different images of the future. It is also used for disaster preparation and crisis planning. By
imagining a variety of negative situations or scenarios, people will realistically face their fears and
plan for the worst. Scenario Thinking, also referred to as scenario planning, is a systematic method
of thinking about and foreseeing the uncertain future, with no presumption of being able to see the
future or of being able to affect the surroundings in a significant way (Scenariothinking.org, 2006).
(7) The Delphi approach is based on longitudinal surveys and incorporates input from the experience
and expertise of the participants, who are primarily experts. The Delphi Approach is a strategy for
collecting knowledge on challenging or uncertain facts or dreams of the future from a panel of
specialists using a method of anonymous and regulated conversation or sharing (Afshari, 2019).

The researcher believes, however, that in addition to the use of the Tools for Futures
Thinking and Foresight as stated above, public administrators can also use another tool to track and
monitor the efficacy of the strategies, procedures and techniques they would use to achieve the
preferred future. As seen in Figure 6, this approach is referred to as the "Reverse Competency
Foresight (RCF)", used by looking back at the future consequences or outcomes of an operation,
based on systematic intervention in the 3 phases backward, such as monitoring, validation and
confirmation, to foresee the competencies of the public sector as well as the potential of the
organization.

This foresight tool answers the ‘what if?' question. It re-analyzes the step towards the
desired future by asking what will you do if, in the course of achieving the preferred future, a crisis
or unforeseen obstacle crosses the direction differently from the result or outcome found in the
other futures thinking toolkits used. What are you going to do? What kind of adjustments do you
make? By incorporating the necessary adjustments and acquiring new or ever-changing
competencies to meet these obstacles, this tool will help the public administration to plan for and
respond to evolving future toughest challenges in a more agile manner. There are three phases of
flexibility in Reverse Competency Foresight. The first is the Monitoring phase, where the public
administration is tasked with defining potential conflicts and issues that may occur, determining
possible viability and monitoring possible consequences on the basis of the existing resources,
knowledge and competencies of its people, as a result of the other toolkits. The second phase is the
Validation. This process will allow the public administration to assess the feasibility of new identified
and adjusted methods and processes based on the most innovative way of using the
anticipated modern technologies in a timetable-based of best practices from the most developed
countries, and will help to validate if the identified gap is being solved. The last phase is the
Confirmation, where sustainability requirements are strengthened and a range of feasible solutions
to possible various complexities are in position to ensure the correct path towards the preferred
future. The RCF ensures that the preferred future will be reached and achieved by backward
monitoring, validating and confirming the competencies of both the individuals and the
organization's policy, decision-making, intervention or implementation of the results of simulations
and activities in other future thinking toolkits.

CONCLUSION

The COVID-19 pandemic is an ongoing global health crisis, an unanticipated type of infection
that causes a rising loss of life and has a negative effect on the world economy. This pandemic also
offers a realistic opportunity to assess the readiness of the public administration to respond, to
address detrimental impacts on people's lives, to consider and examine public administration's
foresight competency to play a more holistic role in maintaining people's well-being, to engage in
health care and to efficiently manage the supply chain over the long term.

'Is there a future in such a complicated setting? The response will be yes, but it would
require a comprehensive set of leadership qualities and competencies, foresight and political will, as
well as a restructuring of the existing government system.
 It is time to address the challenge of inclusive public administration leadership and step
forward to find a reset of the global economy in this emergency. The population, the government,
the public administration and the natural environment for redistribution, restoration and
regeneration must be the foundation of this organizational transformation for the new normal.

Many scholars and experts have introduced a number of future thinking tools that can
support the public administration with its policy and decision-making functions. Outcomes from
these tools are used as possible solutions and means to meet the preferred future. However, the
present author believes that these findings must be monitored, validated and confirmed to provide
several potential solutions to uncertain complexities and obstacles which are not found in the said
initial outcome, this tool is called Reverse Competency Foresight.

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 BIOGRAPHICAL SKETCH

Analiza V. Munoz is currently working at the Office for Legal Affairs, Civil Service
Commission and a Part-time Instructor at the Polytechnic University of the Philippines. She
took AB Psychology, Master of Science in Human Resource Management, Bachelor of Laws
(recipient of Order of the Golden Phoenix Hall of Fame Achievement Award), Master’s
Degree in Public Administration, Certificate Course in Knowledge Management Foundation,
Certificate Course in Public Service Continuity Planning, and currently taking a Doctor of
Public Administration program at the National College of Public Administration and
Governance, University of the Philippines.

She is the recipient of the 2019 AAPA “Anthony Cheung Best Practice Award”, 2020
AAPA “Akira Nakamura Best Paper Award”, and had presented several studies in EROPA,
AAPA, PSPA, among others. She is a Subject Matter Expert (SME) of the Civil Service
Commission, and Motivational Resource Speaker.

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