Ian Alfredo Magno ONE thing difficult about the concept of excellence is not the thought of attaining it but, rather, sustaining it thereafter.  A proverbial cliché says excellence is a habit – neither a one-time goal nor a single act.  But then again, there is more to habit than just an empty pattern of regular behavior.  Almost always, there is that underlying motivation which triggers it.  To athletes for instance, more often than not, becoming the best in their craft practically came second to their passion for the sport.  Hence, dedication is what sustains the idea of excellence. This culture of excellence has likewise been embedded in Philhealth’s Corporate Quality Policy.  In pursuance thereof, one of its major thrusts at present is to obtain an ISO Certification. It is quite odd how the ISO acronym actually stands for International Organization for Standardization (the ‘O’ is read first before the ‘S’).  We hear and read about it almost everywhere – from product labels at the grocery store, to magazines at the hotel lounge and other print.  At times, we even see it in television commercials.  But, what is ISO anyway? ISO is an organization (not a certificate).  As an organization, it has an international membership of 163 national standards bodies.  Working through a Central Secretariat that is based in Geneva, Switzerland, it collates inputs from experts all over the world to develop consensus-based, marketelevant international standards.  The aim is to support innovation and provide solutions to global challenges. The keyword is “Standard.” According to ISO, a standard is a document that provides requirements, specifications, guidelines or characteristics that can be used consistently to ensure that materials, products, processes and services are fit for their purpose.  Different organizations, factories, offices with varying product lines, services and advocacies have diverse standards.  In fact, ISO itself has a host of certification standards, which contrast depending on the “complexity” of a particular organization’s processes, technology, industry and/or purpose. In a nutshell, however, a standard is what makes an organization function efficiently. To be efficient, there must be a marriage between the organization’s three (3) Ps – Policy, People and Paper.  The policy must be clear.  The people in the organization must have a clear and uniform understanding of the policy.  And proof of what the people do in compliance with the policy and the procedures thereof must be evidenced by official documentation. Just very recently, the representative auditor recommended Philhealth Regional Office 10 (PRO-10) headed by Regional Vice President Datu Masiding M. Alonto Jr., who concurrently serves as the head for Mindanao, for ISO certification.  It did not come without preparation though.  It took grueling months, endless discussions, steady recalibration of internal processes, and a strong motivation from the head of office.  Then it all boiled down to that one final day. It indicates that PRO-10 processes and protocols are compliant with the requirements of ISO.  This does not mean, however, that the system is perfect. For truly, there is no perfect system. In fact, even ISO itself constantly improves certain standard categories. It, therefore, means that improvement is a continuous affair.  It is a persistent effort to narrow the line between commitment and output, and to widen the gap between efficiency and inefficiency. Section 2 of Republic Act No. 9485 otherwise known as the Anti-Red Tape Act of 2007 provides: “It is hereby declared the policy of the State to promote integrity, accountability, proper management of public affairs and public property as well as to establish effective practices aimed at the prevention of graft and corruption in government.  Towards this end, the State shall maintain honesty and responsibility among its public officials and employees, and shall take appropriate measures to promote transparency in each agency with regard to the manner of transacting with the public, which shall encompass a program for the adoption of simplified procedures that will reduce red tape and expedite transactions in government.” PRO 10’s recent ISO feat, despite the limited time and resources, is testimony to its dedication to sustain the mandate of the ARTA and to continuously improve its processes. Nevertheless, the success ultimately belongs to the general public who are the real stakeholders of government.   (Lawyer Ian Alfredo T. Magno is an associate at Atty. Francis U. Ku & Associates, and is deputy legal officer at Philhealth. E-mail: ianalfredom@gmail.com)