TM 201 Case Analysis Phivolcs

University of the Philippines, Diliman – Technology Management Center

System of Technology Management of PHIVOLCS A Case Analysis Report for Technology Management 201

Abegail Castillo Jefferson Kwong Kathryn Pauso October 24, 2011

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Contents

Technology Management 201 ............................................................................................................3

Case Analysis of Technology Management of PHIVOLCS ......................................................................3

Brief Background of the Organization .............................................................................................3

Organization’s Attitude Towards the Role and Functions of Technology ...........................................3

Organization’s Process of Identifying Its Technology Strengths, Weaknesses, and Needs ..................4

Organization’s Process of Formulating Its Technology Strategy and Plan .........................................4

Description of the Organization’s Technology Strategy and Plan ......................................................5

Organization’s Method of Acquiring Technology .............................................................................6

Government Procurement ...........................................................................................................6

Foreign Funded Procurement ......................................................................................................6

Internal Research and Development and Local Collaboration .......................................................8

International Collaboration .........................................................................................................8

Organization’s Process of Exploiting and Deploying Technology ......................................................9

Deployment of Hardware, Software and Research Technologies ................................................ 10

Deployment of Disaster Education and Management Technologies ............................................ 11

Evaluation of Organization’s Technology Management System ..................................................... 12

Inputs ....................................................................................................................................... 12

Outputs .................................................................................................................................... 13

Recommendations ........................................................................................................................ 13

Conclusions .................................................................................................................................. 14

References ................................................................................................................................... 16

Appendix A – Interview notes with Mr. Kessy Reyes, JICA Program Officer ............................... 17

Appendix B – PHIVOLCS Five-Year Master Plan FYs 2012-2016 ....................................................... 19

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Technology Management 201

Case Analysis of Technology Management of PHIVOLCS

Brief Background of the Organization

The Philippine Institute of Volcanology and Seismology is a crucial component in the country’s

network of offices involved in disaster risk reduction and disaster risk management. PHIVOLCS

is the country’s research arm in terms of preparing for natural disasters, specifically

earthquakes, tsunamis, and volcanic eruptions.

PHIVOLCS’ scope of work can be classified into two categories – the pre-disaster and the post-

disaster. Before disaster hits, PHIVOLCS is mandated to study geological phenomena in order to

understand, monitor, and predict the occurrence of earthquakes, tsunamis, and volcanic

eruptions in the country. They are also responsible for informing and warning the public about

these threats so that they can prepare for it.

After disaster occurs, PHIVOLCS is tasked to gather data in order to measure impact of the damage. They also conduct research and development activities in order to re-use and commercialize volcanic materials. PHIVOLCS performs a critical role because the Philippines is in the ‘line of fire’. The country has

200 volcanoes and 20 of them are active. To perform their monitoring functions, PHIVOLCS is

backed up by 66 digital seismic stations all over the Philippines - half of this are via satellite; 7

dedicated sensors all over Metro Manila to monitor the valley fault system; and two systems to

locate earthquakes all over the world.

Aside from these structural capabilities, PHIVOLCS continues to improve their network and add

more monitoring stations as a tool for monitoring tsunami, including height of waves. It has also

formulated and distributed to various entities guidelines and information materials on disaster

response and preparedness, continues to conduct simulation test or relevant drills, and

performs Disaster Risk Mapping all over the country in partnership with the Bureau of Mines

and Geosciences.

Organization’s Attitude Towards the Role and Functions of Technology

PHIVOLCS is a part of the Department of Science and Technology. Being one of the so-called C-Span agencies (including PAGASA and MGB), PHIVOLCS has a positive attitude towards the role and function of technology in their work.

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Their attitude towards the role of technology is a mix of open acceptance and healthy scepticism. Compared to the rest of the government bureaucracy, PHIVOLCS employees are scientists and researchers. Hence, they easily adapt to new technologies and they are also updated with new developments abroad. However, they also maintain a healthy scepticism over the procurement and adoption of new technologies. The office is aware of budget constraints and they prefer investing in mature technologies over emerging technologies. There is also an impetus for the organization to continue improving. Based on an interview with Ishmael Narag, he said that the Aceh earthquake served as a wake-up call for the agency. “If we do not improve, people will die.” Lastly, the organization views technology as a tool to help them deliver information that is both timely and accurate to the public.

Organization’s Process of Identifying Its Technology Strengths, Weaknesses, and

Needs

PHIVOLCS’ organizational structure consists of the headquarters/ central office and the field stations. The field stations gather and monitor the data on the ground and they forward the results to the headquarters. Annually, PHIVOLCS conducts a strategic planning. They gather feedback from the field stations. They synthesize the information with expert opinions. Then they gather senior staff for the annual planning. During this planning, the senior staff conducts a SWOT Analysis. They review the performance goals set. They identify the gaps between monthly performance reported and the performance goals targeted. They analyse reasons for the gaps and they brainstorm for possible solutions.

Organization’s Process of Formulating Its Technology Strategy and Plan

PHIVOLCS does not have a separate technology strategy and plan. PHIVOLCS follows the requirements set by the Department of Budget and Management. Previously, they were asked to prepare 3-year Investment Plans. But with the new administration, PHIVOLCS is now tasked to prepare the 5-year Master Plan. (Refer to Annex B).

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The 5-year Master Plan is developed through the different divisions of the Agency. It follows the respective steps:

1. The Planning Office informs the different division heads of the planning deadlines. This is usually done by early December.

2. The Division Directors gather the different Senior Technical Staff in order to determine the priority technology purchases.

3. The Division Directors submit their respective budgets. 4. The Planning Office consolidates the different budgets. 5. The Planning Office calls for a planning workshop including the Division Directors and

Senior Technical Staff. The consolidated budget is presented to the plenary for comments. If the DBM reduces their budget ceiling again, the plenary will discuss ways to cut down the budget.

6. The different divisions revise their plans according to the plenary discussion. 7. The Planning Office consolidates the revised version and submits to DBM. 8. DBM allocates funds for the first year of the Master Plan.

Description of the Organization’s Technology Strategy and Plan

Being a government agency, it does not need competitive advantage over its competitors since it does not have competition in the country. Push for technology improvement comes from disasters and its impact in the communities. As one PHIVOLCS employee said, “If we fail to do our job well, people will die.” The focus of PHIVOLCS’ technology strategy is to ensure the accuracy and timeliness of data. What it requires most is the monitoring technologies and the experts work well together so that seismic data will be captured immediately, processed and interpreted accurately, and widely transmitted to the public. Currently, there is a demand from media of 10 minute response time after earthquakes. Senior Technical Staff are planning how to design their processes and technologies in order to meet that time. Even if the Agency has submitted the 5-year Master Plan, it is expected that only the first year of the plan will be funded by the DBM. The succeeding years’ budget still requires revisions depending on the available budget ceiling imposed by DBM. This means that the process is repeated annually. The final outcome of the annual planning process is contained in the Agency’s Annual Procurement Plan. The Annual Procurement Plan is just a listing of the technologies for purchase, the budget allocated, and the projected schedule of procurement.

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Organization’s Method of Acquiring Technology

There are three ways PHIVOLCS acquire technology. First, they can procure technology through the government procurement process. Second, they can receive technology through foreign grants or technical cooperation with development agencies. Third, they develop technologies on their own or through the help of other DOST offices.

Government Procurement

The senior staff convenes and develops an equipment acquisition plan and a medium term procurement plan. The technical staff has to justify to several levels of management the reasons for the procurement. A planned technology purchase has to be justified on the basis of effectiveness, maturity of technology, and sustainability of technology. Planned technology purchases should have a track record of accuracy and effectiveness already. The technical staff should also recommend mature technologies instead of emerging technologies. Lastly, any planned technology purchase should be sustainable or the costs for maintaining this technology should be within the agency’s budget. The most critical technologies in PHIVOLCS are the monitoring equipment. The first monitoring equipment in PHIVOLCS are donated by the Japanese government. Since then, the Agency continues to rely on imported technologies. In order to ensure standard data format, PHIVOLCS maintains a relationship with one supplier for seismographs. Because it needs predictable protocol and format across all stations, it resorts to direct to contracting scheme in procuring technologies.

Foreign-Funded Procurement

During the 1990s, foreign aid projects with PHIVOLCS tend not to be sustainable. One reason is that the technology will be provided but technical capacity will not be transferred. The knowledge goes away as soon as the foreign consultant’s contract runs out. Another reason is the price of maintaining the technology is too prohibitive for PHIVOLCS’ budget. Based on those experiences, PHIVOLCS has learned to manage foreign funded projects. They established several criteria before approving any partnership. First, the agency should first prove its capacity to sustain the proposed technology. Even at the project design phase, sustainability has been embedded in the process. Second, PHIVOLCS learned that transferring technology designed for First World countries may not work well in the Philippines. Hence, they have to study the proposed technology in terms of suitability to the existing schema in the country.

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One mode of Technology Transfer in PHIVOLCS is through Technical Cooperation between the

Government of the Philippines and the Government of Japan. The expenses in this scheme are

all borne by the donor agency, such as JICA. This horizontal technology transfer entails:

Dispatch of Experts

The donor agency such as JICA provides for the services of Japanese experts such as Project

Manager, Project Coordinator and Experts engaged in specific fields of Disaster Mitigation, and

Earthquake and Volcano Monitoring.

Provision of Machinery and Equipment

Under the Technical Cooperation Project, JICA will provide the equipment and other materials

necessary for the implementation of the Project. All the equipment transferred becomes the

rightful property of the Government of the Philippines.

Training of PHIVOLCS Personnel in Japan

One component of the Technical Cooperation Project is to send the personnel connected with

the Project for technical training in Japan to enhance their knowledge on the technology being

transferred, and to acquire other skills necessary for the successful implementation of the

Project.

The above modes of technology transfer under the Technical Cooperation Project dictate that

the Government of the Philippines undertake the necessary measures to:

1. ensure that the self-reliant operation of the Project will be sustained during and

after the period;

2. ensure that the technologies and knowledge acquired will contribute to the

economic and social development of the Philippines;

3. grant privileges, exemptions and benefits to the Japanese experts and their families;

4. ensure that the equipment will be utilized effectively for the implementation of the

Project;

5. ensure that the knowledge and experience acquired by the Philippine personnel

from technical training in Japan will be utilized effectively in the implementation of

the Project;

6. provide at its own expense counterpart personnel and administrative personnel,

office and other facilities, and supply or replacement of equipment, instruments,

vehicles, tools, spare parts and other materials necessary for the implementation of

the Project except for the ones provided by JICA; and,

7. meet expenses for the transportation, equipment installation, operation and

maintenance, customs duties and other taxes, and other expenses in the Project.

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A Joint Coordination Committee is established at the onset of the Project to monitor the

progress of the scheme and to raise and resolve some issues arising from its implementation.

Joint Coordination Committee meetings are held at least twice a year to supervise the annual

work plan, to review the accomplishments, and to suggest revisions in the work plan if and

when necessary. Similarly, Mid-term Evaluation and Post-Evaluation are conducted in the

middle and towards the last six months of the cooperation term to review the overall progress

of the Project.

Internal Research and Development and Local Collaboration

With its pool of scientist, PHIVOLCS is also able to conduct its own research and development internally and in some times in collaboration with other DOST institutes and academic institutions. The R&D outputs of PHIVOLCS can be in the form of tangible assets as development of smarter or lower cost sensors, or in intangible forms such as greater understanding of environmental behaviour leading to improved prediction and disaster assessment techniques. Most of the research done locally is based on new knowledge acquisition, and the gathering, analysis, organization and presentation of data. Being under the umbrella organization of DOST, PHIVOLCS is able to tap other DOST Research and Development Institutes and Service Institutes to handle part of their R&D needs. For example, PHIVOLCS can work closely with PAG-ASA to share information on flood and tsunami prone areas. Another example is the Advanced Science and Technology Institute or ASTI that has expertise to for electronic hardware and software development. DOST also works with universities to develop grass roots technologies that would fit best for the Philippine settings. The DOST sponsors research with leading university laboratories to development early warning sensors for earthquake, landslide and tsunami activities. Sponsorship can also come in the form of competitions in which rewards are given to teams that can development the best product for themes such as environmental monitoring or disaster warning and mitigation. An example of this the landslide monitoring sensor with wireless telemetry developed in collaboration with the University of the Philippines.

International Collaboration

Earthquakes, volcanic eruptions and tsunamis have impact that could span across continents. As such these events are highly monitored all over the planet regardless of national boundaries. Seismology and volcanology institutions of different countries form a large group of collaborative institutions working together to share knowledge, information and disaster warning. In particular, the PHIVOLCS works closely with countries belonging in the Pacific Ring

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of Fire. A lot of cross coordination is done with Japan which is also a region of frequent earthquakes, active volcanoes and tsunamis.

Organization’s Process of Exploiting and Deploying Technology

PHIVOLCS’ process of exploiting and deploying technology can be broadly categorized in two parts – the first is concerned with building the technical capabilities of the organization together with its scientist through hardware and software technologies and knowledge development through research. The second is concerned with educating and preparing the general public and the government for disaster preparedness and management. PHIVOLCS is primarily engaged with day to day monitoring and assessment activities; as such most of its hardware and software technologies are developed externally to the organization. Some hardware and software are developed in partnership with other DOST R&D institutes and university laboratories. While the highly specialized equipments and software is almost always acquired from private firms or foreign grant. Whether it is for building technical capabilities or for information and education related activities, the following model can be used to illustration the organization’s overall process from technology acquisition to adoption.

AGENDA-SETTINGREDEFINING/

RESTRUCTURINGMATCHING CLARIFYING ROUTINIZING

DECISION TO

ADAPT

INITIATION IMPLEMENTATION

General

organization

problems that

may create a

perceive need for

external

technology

Fitting a problem

from the

organization’s

agenda with an

external

technology

The external

technology is

modified and

reinvented to fit

the organization

The relationship

between the

organization and

the external

technology is

defined more

clearly

The external

technology

becomes an

ongoing

element in the

organization’s

activities and

losses its

identity

Figure 1 General Process for Acquisition and Deployment of Technology

The initiation part of the above model was already discussed in previous sections. The list of

technologies that the organization may acquire and adopt may not necessarily come from

within PHIVOLCS, but may also be offered by suppliers, foreign grants and other experts in

seismology and volcanology. From a set of possible technologies, a senior team of experts in

PHIVOLCS makes the final recommendation which technologies and projects to priorities.

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Depending on budgetary constraints, some technologies may make it to deployment while

others will have to wait for the next round of application. The following describes PHILVOLC S

process of exploiting and deploying technologies.

Deployment of Hardware, Software and Research Technologies

Technologies that are developed in partnership with DOST institutes and local university

laboratories usually have a high degree of compatibility with existing PHIVOLCS technology and

organizational structure and on Philippine environmental conditions. On the other hand,

technologies from other countries, are usually highly specialized for usage in their originating

country, and thus have to be retrofitted for Philippine local conditions and PHIVOLCS users. For

example, as explained by a senior scientist, in the past they have acquired equipment from

Japan whose display and instructions are not in English. They also encountered problems where

equipments that cannot communicate with each other due to different interconnection

standards. Another example is their current issue to migrate their VSAT – ground-to-satellite

system – antennas. As the Agila satellite is to be decommissioned, they have to manually

configure every VSAT antenna in the field to the new satellite.

Once reconfiguration and retrofitting of external technology is done, the hardware and

software technologies are launched and deployed to the field on a larger scale. At the same

time, personnel are also trained to use and apply these technologies. One example is the

hazard and damage assessment tool called REDAS – Rapid Earthquake and Damage Assessment

System. It is a tool for computing hazards – deterministic ground shaking, liquefaction,

landslides and tsunamis – and then generates maps of various hazards. It is also a database of

critical elements and facilities at risk like schools, bridges, hospitals and others. The system is

non-commercial and is being shared with the local government. Since the REDAS launch,

PHIVOLCS has been conducting trainings to disaster managers, land use and development

planners on the use of REDAS software for disaster management and development planning.

Also included in the regular trainings is map reading and updating of the nationwide hazard

database.

Afterthe training, scientist, engineers, disaster managers and development planners return to

their respective post and apply the new technology or process. In due time, both field and

office personnel of PHIVOLCS will be able to assimilate the new technology in their daily

routine. However, there are cases when PHILVOCS field personnel might choose to delay

adoption of new technology due to resistance to change of the local community. For example,

the batingaw is still widely used in remote areas as the means to warn the local community of a

disaster and thus signal evacuation measures.

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Deployment of Disaster Education and Management Technologies

PHIVOLCS technologies on disaster education and management can be analyzed further into

two major categories. The first category is the education preparedness done before disasters

while the second category is the prepared processes that are applied during and after a disaster

strikes.

One of the mandates of PHIVOLCS is to “formulate appropriate disaster-preparedness and

mitigation plans”. To deliver this mandate, PHIVOLCS works with the wider National Disaster

Risk Reduction and Management Council (NDRRMC) or formerly called National Disaster

Coordinating Council (NDCC).

PHIVOLCS through DOST give disaster preparedness campaigns nationwide. PHIVOLCS gives the

prescribed procedures on what the general public should do during and after earthquake,

volcanic eruption and tsunami disasters. The simplified procedures are translated to brochures

and to face-to-face campaigns that is given to all government agencies and in turn given to the

general public. Such procedures are normally taught in all schools, offices and barangay units

nationwide. PHIVOLCS also taps a wide range of media services to disseminate this information.

For the general public, routinizing of disaster education is done through earthquake and

evacuation drills. This is done in coordination with the local government down to the barangay

level. Drills are likewise mandated in critical structures such as schools, hospitals, buildings and

the like. Routinizing is also achieved through constant re-education and disaster prepared

campaigns. PHIVOLCS has recognized that positive community response to a crisis can save

more lives especially when the local community is equipped with the knowledge and

preparedness to act in times of disaster.

Right before and after a disaster happens it is PHIVOLCS’ responsibility to inform the

government and the public about the scope and strength of these disasters. PHIVOLCS and the

NDRRMC have protocols in place so that natural disaster information from PHILVOCS is

delivered accurately and quickly. Below is a sample of such protocol.

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Figure 2 Flowchart of Earthquake Information

PHIVOLCS and the NRRMC make use of the fastest communication technology in a particular

area and situation to deliver their assessment. Note that during disasters, normal

communication lines might also be damaged thus delaying delivery of information. During our

interview, PHIVOLCS said that they are continuously looking for process and communications

improvement to deliver their assessment faster to the public. Once method they are

investigating is to announce early assessment that may not be very accurate as long as the

media notes this to the public. Media should likewise inform the people that more accurate

assessment will be made available as more date are gathered from the field and analyzed by

experts.

Evaluation of Organization’s Technology Management System

Inputs

Capacity of PHIVOLCS staff is technically more competent compared to the rest of the

government bureaucracy. Decisions are made in a rational manner and evidence of

politicization of their bureaucracy is non-existent.

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It is obviously dependent on foreign technologies for its core processes which is seismic

monitoring and data transmission. The initial donation of the Japanese government to

PHIVOLCS paid off for the Japanese economy because the PHIVOLCS is now directly contracting

its monitoring equipment exclusively to a Japanese supplier.

The biggest weakness of the PHIVOLCS technology management system is that their budget is

dependent on national budget. This means that they cannot allocate resources according to

need, but they are forced to work with whatever funds are available.

This results in the different levels of capacity among the 66 seismic stations in the country. The

infrastructure and technologies of the seismic stations are not standardized because the

Agency cannot afford to upgrade all of them at the same time.

In the manner of utilizing the technology transferred through Official Development Assistance,

it was noted that PHIVOLCS has demonstrated the initiative to improve their operations,

systems and technology, and some equipment provided in the past have been maintained.

Outputs

PHIVOLCS is starting to use strategic partnerships with other government agencies so that they

can perform their mandates better. The partnership with the planning agencies in the

development of the Rapid Earthquake Damage Assessment System is an example of strategic

partnerships that can increase the reach of PHIVOLCS in the country even with limited funds.

PHIVOLCS is also trying to address demands from the media to deliver earthquake reports

within 20 minutes of an incidence.

Recommendations

1. Improve management of strategic partnerships with other agencies. Local government

units are the front-liners for disaster management and PHIVOLCS would be more

effective if they are able to connect directly with LGUs.

2. Improve management of foreign funded projects, and ensure that the technologies

being transferred are sustainable, efficient and complementary to the systems in place.

3. PHIVOLCS personnel should have a sense of ownership of the project undertaken on

Technical Cooperation projects or any foreign-funding channels.

4. PHIVOLCS is in a weak position in terms of technology acquisition because it imports its

seismic monitoring technologies to a single Japanese supplier. There is a need to either

explore other potential suppliers or for PHIVOLCS to build ability to develop their own

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technologies. Seismic activity monitoring is PHIVOLCS’ core competence and they should

have control over the technologies they use.

5. DOST should facilitate greater synergy among its institutes and university laboratories

such that strength and expertise are combined and lead to internal development of

technologies.

Conclusions

Being a country located along the ‘line of fire’, PHIVOLCS performs the critical task of

monitoring seismic developments and informing Filipinos about pending disasters. Compared

to the rest of the government bureaucracy, PHIVOLCS employees are already more competent

in terms of technology management. PHIVOLCS conducts its planning processes in a rational

manner, basing their plans on the results of their SWOT Analysis.

PHIVOLCS relies both on government and foreign-funded resources to serve its mandate.

With a composition of scientists and scientific researchers, this agency easily adapts to new

technologies and keeps abreast of latest technologies in volcanology and seismology available

abroad.

However, the adoption of new technologies is hampered by budget constraints and preference

is given to mature technologies over emerging technologies.

The biggest weakness in PHIVOLCS planning process is that their resources are dictated by a budget ceiling dictated by the DBM. This means that technology purchases are constrained to whatever amount is available. This results in phased technology upgrades and variances in capacity among the different seismic stations. PHIVOLCS compensates for the resource shortages by using a mix of technology acquisition methods. Their core process is seismic activity monitoring. This means that they are constrained with partnering with one Japanese supplier for their technologies. PHIVOLCS also work with different foreign development agencies in order to gain access to technologies and training for their staff. However, the technical cooperation entered into with foreign donors dictate that PHIVOLCS demonstrate self-reliance, sustainability and adapting capacity to the technologies transferred under this scheme. PHIVOLCS’ scientist and engineers does not lack the scientific knowledge and competence to deliver their task well. However, they still have technical needs that are beyond the expertise of PHIVOLCS. Technical needs such as developing electronic hardware and software tools may best be addressed in partnership with other DOST R&D institutes and university laboratories.

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Furthermore, PHIVOLCS together with the NDRRMC may still improve delivery time of disaster information to the general problem by streamlining the communication channels and application of telecommunication technology. Education and the training of local communities to respond to disaster alarms is one area that is currently handled well. This paper recommends that PHIVOLCS improve on their mechanisms for partnerships with both government offices and foreign donors in order to augment their gaps in financial resources. It also suggests that PHIVOLCS take steps in order to develop other suppliers or sources for their seismic monitoring technologies.

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References

Interview, Ishmael Narag, Senior Technical Staff, PHIVOLCS, 17 August 2011

Interview, Richel De Mesa, Planning Officer, PHIVOLCS, 11 October 2011

Interview, Kessy Reyes, Program Officer, JICA, 7 September 2011

PHIVOLCS Website. http://www.phivolcs.dost.gov.ph/

DOSt Website. http://www.dost.gov.ph/

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Appendix A – Interview notes with Mr. Kessy Reyes, JICA Program Officer

Q: They want to integrate 3 monitoring systems into a single system: real-time earthquake monitoring,

the evaluation of earthquake generation potential, and the real-time volcano monitoring.

A: I believe this is the long term goal of PHIVOLCS.

Q: It is not clear if the three individual systems are ready for integration or enhancements still need to be

done for each unit. For instance, are all the sensors of the earthquake system already collected real-

time?

A: Enhancements are already done under the Project as reflected in the installation of broadband

sensors which is also used in Japan. For real-time collection of earthquake data, the unmanned stations

(broadband sensors) provide real time data. The manned stations can only provide real time data on

significant events because of lack in personnel and some stations do not have a good internet

connection. The long term goal is to have all the stations in broadband technology while the manned

stations will be converted to Information Centers. Further requirement for the integration is the

installation of a better system/software and to have long term programmers in their operation.

Q: The system will be developed in coordination with NIED Japan. It is just not clear from the slides if the

technology is already existing and just needs to be transferred to the Philippines or is a development

from scratch or a combination of both.

A: What system are you referring to? Integration System for data analysis? PHIVOLCS already have the

HYDRA and SEISCOMP. I am not sure though if NIED will introduce a new one to improve the system. In

the previous Projects, JICA has already provided such software but has already been discarded.

Q: Is it also not clear if there will be data sharing between Japan and the Philippines using the same

system.

A: Yes data sharing between Japan and Philippines and other countries is already practiced, but again

I'm not sure if they are using the same system.

Q: There will be a single portal to access all this integrated information available for use by PAGASA and

partner government agencies like NDCC and the public.

A: Should be, but I think this mandate is more of a concern of NDCC.

Q: There will be a training and promotion for the use of the website.

A: I am not sure yet about this component.

Q: The also want to enhance the REDAS (Rapid Damage Estimate) to real-time.

A: Yes I think this is the initiative of PHIVOLCS.

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Q: Based on your experience working with PHIVOLCS, how do they identify their technology needs?

What is their planning process? Does it follow SWOT? Or probably something imposed from NEDA, DBM,

etc.?

A: I am not sure on this matter since this TCP is different from other TCPs because of various

implementers (JICA, JST, NIED, other Universities). However my guess is that they followed the same

protocol as to the Project Formulation.

Q: As far as partnership with donors, WHO identify the technology and the strategy? PHIVOLCS or JICA?

Basically, is this relationship demand driven (based on needs of PHIVOLCS) or supply driven (based on

interest of JICA)? Based on his opinion, is this common to all development aid projects or only with JICA?

A: I believe the technology and strategies were identified and agreed upon by both parties (PHIVOLCS

and JICA). The relationship is more on the needs of PHIVOLCS which is validated during Project

Formulation and Ex-Ante Evaluations/Missions. I think needs based is common for most of ODA

agencies.

Q: Is current budget allotted for PHIVOLCS sufficient for them to do their mandate? Ano ang mga

importanteng technology purchases na kulang ang PHIVOLCS?

A: For this fiscal year, PHIVOLCS have informed us that they have the sufficient funds for operation and

maintenance. For the technology purchases, additional broadband sensors, increasing band with for

satellite communications (though I believe this is not cheap to maintain), improvement of automation

data through stable internet connections, and effective system for data integration and analysis.

Q: How do they procure? Do they develop technology or they adapt? Which is cheaper?

A: Ayun, di ako familiar sa matter na ito.

Q: How has the technology granted by JICA been used? Is it utilized as intended? Or not? (Impact)

A: Of course yes. I think PHIVOLCS does a good job in utilizing the technology given to them through

ODA. Furthermore, PHIVOLCS has the initiative to always improve their operation, system and

technology. Some equipment that have been provided in previous years have been upgraded by

PHIVOLCS using their own funds.

Q: Any opinion on improving their system?

A: Get a programmer and have their salary competitive. (Well I think PHIVOLCS is one of the good

performers in the Government as they are very much aware of their needs, what improvements are

need to be done, and have the commitment and initiative to better themselves on their own.

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Appendix B – PHIVOLCS Five-Year Master Plan FYs 2012-2016