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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

IMPLEMENTATION OF THE ANTI-RED TAPE ACT OF 2007:


THE CASE OF LGU-MARAMAG

A THESIS

Presented to the Graduate School Faculty of


College of Policy Studies, Education and Management
Mindanao University of Science and Technology
Cagayan de Oro City, Philippines

In Partial Fulfillment
of the Requirements for the Degree
MASTER IN PUBLIC ADMINISTRATION
Major in Local Governance

LUZEL SALPID-MASUCOL

February 2014
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

APPROVAL SHEET

In partial fulfillment of the requirement for the degree Master in Public


Administration major in Local Governance, this thesis Entitled Implementation of Anti-Red
Tape Act of 2007: The Case of LGU-Maramag, prepared and submitted by Luzel Salpid-
Masucol, is hereby recommended for approval.

MONTANO F. SALVADOR, DPA


Adviser
PANEL OF EXAMINERS

Approved by the Committee on Oral Examination with a rating of Very Satisfactory.

TEOFISTA BARTOLOME, Ph.D. SOCORRO M. IBONIA


Member Member

MONTANO F. SALVADOR, DPA FILIPINO O. AMOGUIS


Member Member

ESTRELLA F. PEREZ, DALL


Adviser

Accepted and approved in partial fulfillment of the requirements for the degree
MASTER IN PUBLIC ADMINISTRATION MAJOR IN LOCAL GOVERNANCE.

ESTRELLA F. PEREZ, DALL


Dean, CPSEM

January 31, 2014


Date of Final Defense

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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

ABSTRACT

This case study evaluated in-depth the implementation of Anti-red Tape Act of 2007

in the Local Government Unit of Maramag.

Researcher-made survey questionnaires and key informants interview were used to

gather data from 93 frontline service providers of the LGU and 30 randomly selected

customers.

The results revealed the favorable assessment by both the customers and employees

on the implementation of ARTA of 2007 in the LGU of Maramag with customer assessments

generally one level lower than that of the employees. As for the strengths and weaknesses of

ARTA implementation, for integrity/honesty, knowledge of the employees came out as the

number one strength and the lack of understanding of customers on ARTA and the attitude of

customers were the primary weak points in this area. For accountability/responsibility,

reliable and consistent service and right information at the right time as identified by the

customers and quality service as assessed by employees were the major strengths. The

absence of designated signatory for official documents and undermanned offices as assessed

by customers and the weak feedback mechanism identified by employees were the top

weaknesses in this context. For proper management of public affairs and properties, support

of top management and the factor on existing systems and procedures were shared by both

the customers and employees as the strength and weakness, respectively. The problems

encountered by the respondents were: manning of the PACD; lack of documentary

requirements; lengthy processing time; cleanliness of comfort rooms; lack of ramp for

differently-abled persons. Their proposed interventions were: ODs be required to man the
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
PACD with no substitution; manning PACD be opened for job orders; listing and posting

outside the offices; possibility of hastening the process of service delivery; regular

maintenance and monitoring of the cleanliness and the conduct of orientation for Utility

Workers and the transfer of supervision to the General Services Office were recommended.

Based on the findings, it was apt to conclude that the LGU-Maramag adhered and

implemented the provisions of ARTA of 2007 and the customers were generally satisfied.

Recommendations of the study include: conduct of an annual stakeholders forum and

information campaign on ARTA implementation to increase the level of understanding

among customers particularly at the grassroots; sustained implementation of the new

organizational structure and staffing pattern of the LGU to boost the number of responsible

employees; offices to conduct thorough evaluation and assessment on adherence ARTA of

2007 in all the indicators of its implementation leading to the reengineering of systems and

procedures and updating of the Citizens Charter of the agency. Moreover, the strengthening

of feedback and redress mechanism by encouraging customers to give feedback and requiring

ODs to have at least twenty (20) feedback forms filled by customers at the end of the day can

serve as internal monitoring of the effectiveness of the LGUs ARTA implementation.

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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

ACKNOWLEDGMENT

The researcher conveys sincere gratitude to all who have been influential in making

the study possible:

Dr. Estrella F. Perez, Dean of the College of Policy Studies, Education and

Management (CPSEM) for her active support as the internal adviser;

Dr. Teofista Batolome and Prof. Filipino O. Amoguis, members of the panel for their

valuable contribution; Prof. Socorro M. Ibonia, a panel member who also shared her

expertise in statistics;

Dr. Montano F. Salvador, an adviser and a mentor for his esteemed support and

respected diligence in guiding and coaching the researcher throughout the conduct of the

study;

Dir. Ofelia Sibayan-Salvador and Ms. Lilia L. Baliguat of the Civil Service

Commission and Mrs. Corazon A. Pates for their encouragement;

Mr. Francisco Y. Cipriano, Jr., MPDC and Ms. Florence A. Waban, LGOO V for

their expertise in evaluating the researcher-made questionnaires;

Mayor Alicia Paulican-Resus of LGU-Maramag for her support to the researchers

endeavor in forwarding personal growth and building competencies;

Vice Mayor Jose V. Obedencio of LGU-Maramag for allowing the conduct of the

study in the LGU;

Heads of Offices, LGU-Maramag frontline service providers and customers for

providing honest responses in the conduct of the study;

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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
HRM Office staff Gelai, Tintin and Greg and OJT John for their technical assistance

and support in the administration of the survey questionnaires;

The men and women of the Municipal Planning and Development Office for their

support; and Mr. and Mrs. Jeffrey and Sharon Juan, for their admired assistance

notwithstanding time element;

Her husband Jonas, daughters Jana and Sab and son jap for their love and inspiration;

Her father Geron, brothers Nally and Renie and sisters Vemie and Lucy, sisters and

brothers in-law, nieces and nephews for their support and prayers; her late mother Lydia

whos always been an inspiration;

Everyone the researcher failed to mention who have been instrumental in the success

of the study;

Above all, to the Almighty Father for allowing this to happen in His perfect time.

-LSM-

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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

TABLE OF CONTENTS

Page
TITLE PAGE i
APPROVAL SHEET ii
ABSTRACT iii
ACKNOWLEDGEMENT v
TABLE OF CONTENTS vii
LIST OF TABLES x
LIST OF FIGURES xi
CHAPTER
1 INTRODUCTION
1.1. Statement of the Problem 4
1.2. Significance of the Study 5
1.3. Scope and Limitation 6
1.4. Definition Terms 7
2 THE LGU-MARAMAG AND ITS FRONTLINE SERVICES
2.1. Income Classification 9
2.2. LGU Organization and Staffing 9
2.3. Physical lay-out of offices 11
2.4. Background of ARTA Implementation 14
2.5. Frontline Services 16
2.6. Nature of Common Transactions 16
2.7. Report Card Survey Results 19
2.8. Customer Satisfaction 20
3 THE ARTA OF 2007 AND ITS IMPLEMENTING RULES
RULES AND REGULATIONS
3.1. Related Law on Anti-Red Tape 22
3.2. RA 9485 23
3.3. IRR of RA 9485 23

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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

3.4. Provisions of the Law 24


3.5. Values and ARTA Implementation 27
4 THE EXTENT OF IMPLEMENTATION OF ARTA IN MARAMAG
4.1. Introduction 28
4.2. Methodology 29
4.3. Indicator of ARTA Implementation 30
4.4. Presentation and Analysis of Data 31
4.4.1. Demographic Data of Customer-Respondents 31
4.4.2. Demographic Data of Employee-Respondents 34
4.4.3. Compliance to ARTA Provisions 37
4.4.4. Frontline Service Delivery 39
4.4.5. Service Quality 40
4.4.6. Physical Working Condition 43
4.4.7. Over-all Satisfaction 46
4.5. Summary, Conclusions, Recommendations 46
5 THE STRENGTHS AND WEAKNESSES OF ARTA IMPLEMENTATION
IN MARAMAG
5.1. Introduction 51
5.2. Methodology 52
5.3. Presentation and Analysis of Data 53
5.3.1. Demographic Data of Respondents 53
5.3.2. Integrity/Honesty 53
5.3.3. Accountability/Responsibility 56
5.3.4. Proper Management of Public Affairs and Properties 59
5.4. Summary, Conclusions, Recommendations 62
6 THE PROBLEMS OF ARTA IMPLEMENTATION IN MARAMAG AND
THEIR SUGGESTED INTERVENTIONS
6.1. Introduction 66
6.2. Methodology 67
6.3. Presentation and Analysis of Data 68

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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

6.3.1. Demographic Data of Respondents 68


6.3.2. Compliance to ARTA Provisions 68
6.3.3. Frontline Service Delivery 69
6.3.4. Physical Working Condition 70
6.3.5. Over-all Satisfaction 72
6.4. Summary, Conclusions, Recommendations 74
6.4.1. Recommended Action Plan 77
7 SUMMARY, CONCLUSIONS AND 80
RECOMMENDATIONS
BIBLIOGRAPHY 84
APPENDICES
A Survey Questionnaire (customer-respondents) 87
B Survey Questionnaire (employee-respondents) 92
C Guide Questions for Unstructured Interviews/KII 97
D Letter to Hon. Jose V. Obedencio, 99
Municipal Vice Mayor/Acting Municipal Mayor
E Letter to Mr. Francisco Y. Cipriano, MPDC 100
F Letter to Ms. Florence A. Waban, LGOO V 101
G-1 Validation of Instrument 102
G-2 Validation of Instrument 103
H Background of the Municipality of Maramag 104
I Pictures 111
J Correlations and Reliability Tests Results 118
CURRICULUM VITAE 125

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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

LIST OF TABLES

Table Page

1 Assessment of customer-respondents on the compliance to ARTA 37


provisions
2 Assessment of employee-respondents on the compliance to ARTA 38
provisions
3 Assessment of respondents on the frontline service delivery 40

4 Assessment of customer-respondents on the service quality 41

5 Assessment of employees on the service quality 42

6 Assessment of customers on the physical working condition 44

7 Assessment of employees on the physical working condition 45

8 Assessment of respondents on over-all satisfaction 46

9 Strengths of ARTA implementation on integrity/honesty 55

10 Weaknesses of ARTA implementation on integrity/honesty 56

11 Strengths of ARTA implementation on accountability/responsibility 58

12 Weaknesses of ARTA implementation on 59


accountability/responsibility
13 Strengths of ARTA implementation on proper management of public 60
affairs and properties
14 Weaknesses of ARTA implementation on proper management of 61
public affairs and properties
15 Problems encountered and suggested interventions on compliance to 69
ARTA provisions
16 Problems encountered and suggested interventions on frontline service 70
delivery
17 Problems encountered and suggested interventions on physical 72
working condition
18 Problems encountered and suggested interventions on over-all 73
satisfaction
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

LIST OF FIGURES

Figure Page

1 Organizational structure and staffing pattern of LGU-Maramag 10

2 Physical lay-out of LGU-Maramag offices 12-13

3 Distribution of frontline services in LGU Offices 18

4 Distribution of customer-respondents according to sex 32

5 Distribution of customer-respondents according to age 32

6 Distribution of customer-respondents according to residence 33

7 Distribution of customer-respondents according to services availed 33

8 Distribution of employee-respondents according to sex 34

9 Distribution of employee-respondents according to age 35

10 Distribution of employee-respondents according to office assignment 35

11 Distribution of employee-respondents according to position 36

12 Distribution of employee-respondents according to years of service 36

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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Chapter I

INTRODUCTION

Red tape is the rigid adherence to bureaucratic routines and regulations, causing delay

(Websters Dictionary and Thesaurus, 2006). Douglas Harper (2010) made reference to red

tape as excessive bureaucratic rigmarole, 1736, in allusion to the red tape formerly used in

Great Britain (and the American colonies) for binding up legal and other official documents.

Red tape per se is normal in the bureaucracy. It is the unnecessary and excessive red tape that

becomes alarming and threatens public service delivery.

The problem on red tape in various levels of government bureaucracies in almost all

societies is coupled by the specific problems on corruption, inefficiency, integrity and

competence in public service delivery.

In the Philippines, red tape has been recognized to have permeated the bureaucracy.

It has in fact long been embedded in our culture, with Filipinos having to deal with

voluminous requirements and seemingly endless processes to simply secure certificates or

licenses (Puno, 2008).

Knowing its existence, several public sector reforms have been initiated. Yet

according to Former Civil Service Commission (CSC) Chairman Ricardo L. Saludo, the

numerous efforts undertaken to curb red tape did not cause dramatic changes in public

service and in some cases, red tape even intensified (2008).

Toward the end of addressing its worsening scenario in the country, in 2007,

lawmakers promulgated RA 9485, An Act to Improve Efficiency in the Delivery of

Government Service to the Public by reducing Bureaucratic Red Tape Preventing Graft and

Corruption, and Providing Penalties Therefore otherwise known as the Anti-Red Tape Act
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
(ARTA) of 2007.The Act was signed into law on June 2, 2007 and took effect on September

5, 2008 following the issuance of the CSC Memorandum Circular No. 12, series of 2008 on

the Implementing Rules and Regulations (IRR) pursuant to CSC Resolution No. 081471

dated July 24, 2008.

The ARTA of 2007 spells out the need to reengineer systems and procedures for

efficient and effective delivery of frontline services (Sec. 5, RA 9485). It specifically ensures

transparency as it mandates government agencies to put up a Citizens Charter, a document

to be displayed prominently showing the range of specific services provided by that office, a

step-by-step guide on how to avail of these services, and standards on quality and timeliness

to be expected from the agency in rendering these services (Sec. 6, RA 9485).

Historically, Citizens Charter was a British political initiative launched by then

Prime Minister John Major on July 22, 1991 aimed to improve public service in the United

Kingdom (UK) by: a) making administration accountable and citizen friendly; b) ensuring

transparency and the right to information; c) taking measures to cleanse and motivate civil

service; d) adopting a stakeholder approach and; e) saving time of both executants and

clientele (Dunn as condensed by Salvador, MF).

David Osborne (2007) cited that reinventing public institutions is Herculean work and

that in order to succeed, strategies that set off chain reactions in an organization or system,

dominoes that will set all others falling must be instituted. In essence, it has to be strategic

that it makes use of key leverage points to make fundamental changes that ripple throughout

the bureaucracy, changing everything else. President Clinton was able to reduce red tape to

the minimum by implementing the ideas of Reinventing Government of Osborne by hiring

him as a consultant to work out with VP Algore.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Culture is thus recognized for its pivotal role in ensuring success of public reforms.

The values, norms, attitudes, and expectations of employees are determinants of culture of

public organizations. According to Osborne (2007), culture is shaped powerfully by an

organization's purpose, its incentives, its accountability system, and its power structure. He

further claimed the difficulty to overcome bureaucratic culture since it is deeply embedded in

the habits, hearts, and minds of employees such that it fights back and as a consequence,

some people comply with change, but don't embrace it while others avoid it, or openly resist.

Along the line of instituting public reform, Lockwood (1993) asserted the necessity of

informed constituent participation and elucidated further that citizen involvement must

include the effort to learn what choices exist before intelligent ones can be made. LGU

initiative to increase citizen involvement in community was also highlighted by Abers in

1998. Similarly, Feldman and Khademian (2001) confirmed the role of society in the

primacy of processes that invites public participation and monitoring.

Consequently, to obtain feedback on how provisions in the charter are being followed

and how the agency is performing, Section 10 of RA 9485 provides for the conduct of Report

Card Survey (RCS) to all offices and agencies providing frontline services to be initiated by

the Civil Commission, in coordination with the Development Academy of the Philippines.

The Local Government Unit of Maramag, Bukidnon as a government office has been

active in implementing the Anti-Red Tape Act of 2007 since it was introduced.

Notwithstanding the conduct of RCS in the LGU-Maramag, four (4) years since its leap in

ARTA implementation, questions remain on how ARTA has contributed to the efficiency

and effectiveness in the delivery of frontline services? Are there best practices in its ARTA

implementation? And what are the problems encountered and their suggested solutions?
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
This paper assessed and evaluated in-depth the implementation of ARTA in LGU-

Maramag in a nature of a case study. This employed an inductive examination of current

real-life phenomenon to come-up with a theory instead of testing and existing theory.

The case study being in-depth in nature banked on multisource of information and

exploited all possible data gathering techniques. In this case, key informants interview (KII),

questionnaires and observations were employed in data gathering. Views of all frontline

employees and thirty (30) randomly selected customers/transacting public were focal points

in assessing ARTA implementation and in examining problems encountered which guided

the researcher in proposing interventions and relevant measures in compliance of the law

including the formulation of a policy recommendation. Further, results of this study can serve

as basis for the further reengineering of systems and procedures of LGU-Maramag frontline

services to achieve dramatic changes in the milieu of public service delivery.

The succeeding stand-alone chapters discussed details that were deemed crucial in

knitting the pieces of this paper into a complete manuscript such as: The LGU-Maramag and

Its Frontline Services; ARTA and its Implementing Rules and Regulations (IRR); The Extent

of Implementation of ARTA in Maramag; The Strengths and Weakness of ARTA

Implementation in Maramag; The Problems of ARTA Implementation in Maramag and Their

Suggested Interventions and a separate chapter for Summary, Conclusions and

Recommendations emphasized the results of the study.

1.1 Statement of the Problem

This study assessed in-depth the implementation of RA 9485 or the Anti-Red Tape

Act of 2007 in the Local Government Unit of Maramag, Bukidnon.

Specifically, this answered the following inquiries:


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
1. What is the extent of implementation of the ARTA law in LGU-Maramag as assessed

by the employees and the customers in the following areas:

1.1 compliance with ARTA provisions

1.2 frontline service delivery

1.3 service quality

1.4 physical working condition

1.5 over-all satisfaction

2. What are the strengths and weaknesses of the ARTA law implementation in LGU-

Maramag as assessed by the employees and the customers in the following areas:

3.1 integrity/honesty

3.2 accountability/responsibility

3.3 proper management of public affairs and public property?

3. What are the problems encountered by the employees and customers on the

implementation of ARTA of 2007 in LGU-Maramag?

4. What are the interventions suggested by the employees and the customers to solve the

identified problems?

1.2 Significance of the Study

The following persons or entities will benefit from the outcome of the study:

For the Customers/transacting public of LGU-Maramag, they are provided with

more information which will increase their awareness on ARTA being implemented by

government agencies. Should there be areas not complied of and not fully appreciated,

intervention programs can be implemented to improve the public service delivery.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
For the employees of LGU-Maramag, Bukidnon, this will enhance their

knowledge, understanding and appreciation of ARTA as a law. They are also reminded and

properly guided on the norms of conduct in the delivery of services to the public such that

they could highly perform and become motivated in the process.

For the Local Government Unit of Maramag, this serves as starting point in

instituting another round of reengineering and redesigning of the existing systems and its

processes to be more responsive to the needs of the present time. Likewise, for the

Sangguniang Bayan being the policy-makers, this can guide them in coming out with

legislative issuances for the best interest of the municipality.

For Maramag, Bukidnon Community, as a whole, this provides awareness and

encourages involvement in curbing red tape for the economic development of the

community.

For the Public Administration Graduate School Program, this paper serves as

reference in further studies on the ARTA law.

1.3 Scope and Limitation

The study was delimited to the implementation of ARTA of 2007 in LGU-Maramag

on the areas ofcompliance with ARTA provisions (CC, anti-fixer campaign, ID, no hidden

cost, Public assistance and complaints desk, no noon break); frontline service provider,

service quality, physical working condition, over-all satisfaction, integrity/honesty,

accountability/responsibility, proper management of public affairs and public property in the

Local Government Unit of Maramag; the problems encountered and the proposed

interventions on the identified problems.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Considering time and financial constraints, thirty (30) randomly selected

customers/transacting public from January 7-17, 2014 and all the frontline service providers

of the LGU were subjected to this case study. The number of customer-respondents per

office was identified based on the number of frontline services offered by that office. The

data needed were gathered through personal observations on highly evident areas of the

study, key informants interview and through researcher-made survey questionnaires. The

primary data were triangulated and validated thru an unstructured interview or from available

secondary data.

1.4 Definition of Terms

The following terms are theoretically or operationally defined to provide better

understanding of this research paper.

Anti-Red Tape Act. It is theoretically defined as an act to improve efficiency in the

delivery of government service to the public by reducing red tape, preventing graft and

corruption and providing penalties thereof (RA 9485, 2007). Anti-Red Tape Act in this paper

is the implementation of the law that forbids bureaucratic red tape in all transactions of the

Local Government Unit of Maramag.

Frontline Service. This refers to the process or transaction between clients and

government offices or agencies involving applications for any privilege, right, permit,

reward, license, concession, or for any modification, renewal or extension of the enumerated

applications and/or requests which are acted upon in the ordinary course of business of the

agency or office concerned.

Implementation of the Anti-Red Tape Act. Theoretically, it is defined as the act of

accomplishing some aim or executing some order; carrying into effect. In this study,
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
implementation refers to the extent of compliance/observance of ARTA of 2007 in LGU-

Maramag on the areas of honesty/integrity, accountability/responsibility, proper management

of public affairs and properties.

Officer or Employee. This refers to a person employed in the agency required to

perform specific duties and responsibilities related to the application or request submitted by

a customer/transacting public for processing.

Public Assistance and Complaints Desk (PACD). One of the grievance

mechanisms required for all agencies where an officer knowledgeable on the frontline

services offered shall be available for consultation and advice and which should be attended

to at all times even during office breaks.

Red Tape. Theoretically, it is defined as the rigid adherence to bureaucratic routines

and regulations causing delay. In the Philippine context, it refers to delays in official

transactions either by having to deal with voluminous requirements or endless processes or

both.

Report Card Survey (RCS). Theoretically, it is defined as a tool that obtains

information and/or estimates the hidden costs incurred by citizens to access frontline services

which may include, but is not limited to, bribes and payment to fixers.

Rules.This refers to the Implementing Rules and Regulations (IRR) of Republic Act

9485.
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Chapter 2

THE LGU-MARAMAG AND ITS FRONTLINE SERVICES

This Chapter pictured out LGU-Maramag as a municipal government organization

and described the physical lay-out of offices, the background of its ARTA compliance

including the frontline services it offers to the citizens.

2.1 Income Classification

The Local Government Unit of Maramag is classified as first class municipality based

on its income classification. Inevitably, it delivers commensurate services to the citizens,

receives and/or implements corresponding programs and projects for various sectors of the

municipality and provides equivalent welfare and benefits to its employees.

Maramag is one of the so-called big five (5) in the Province of Bukidnon in terms of

income, population and land area. It has continued to evolve through time and is now making

moves with its aspiration of becoming the first city in Southern Bukidnon.

2.2 LGU Organization and Staffing

Eighteen (18) offices comprised the LGU organization (Figure 2). Sangguniang

Bayan Ordinance No. 2011-28 which established the new Organizational Structure and

Staffing Pattern of the LGU was subsequently approved by the Sangguniang Panlalawigan

through SP Resolution No. 2012-1282. This was one of the outcomes of the human resource

development initiatives aligned with the vision and mission of the present management.
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

OFFICE OF THE OFFICE OF THE MUNICIPAL


SANGGUNIANG BAYAN MAYOR

OFFICE OF THE OFFICE OF THE MUNICIPAL


MUNICIPAL VICE- SECRETARY TO ADMINISTRATORS
MAYOR THE OFFICE
SANGGUNIANG

MUNICIPAL MUNICIPAL
MUNICIPAL MUNICIPAL MUNICIPAL MUNICIPAL
PLANNING AND GENERAL
ENGINEERS TREASURERS BUDGET ACCOUNTANTS
DEVELOPMENT SERVICES OFFICE
OFFICE OFFICE OFFICE OFFICE
OFFICE

MUNICIPAL LOCAL HUMAN MUNICIPAL SOCIAL


MUNICIPAL MUNICIPAL MUNICIPAL
CIVIL ECONOMIC RESOURCE WELFARE AND
ASSESSORS DEVELOPMENT AGRICULTURE HEALTH
REGISTRARS ENTERPRISE MANAGEMENT
OFFICE OFFICE OFFICE OFFICE
OFFICE OFFICE OFFICE

Figure 1. Organizational structure of LGU-Maramag


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
The implementation of the new staffing pattern done by tranche is now on its second

year and is expected to continue for the next three to four years. By then, the required human

resource complement will have been satisfied and fully provided and public service delivery

will have been brought to the next level.

In the meantime, the lack of plantilla personnel is compensated by the employment of

casual employees and the hiring of job orders. As of October 31, 2013, HR complement

distributed in 18 LGU offices is as follows: 106 plantilla, 94 casuals and 363 job orders.

2.3 Physical Lay-out of Offices

The seat of the municipal government used to be located at the Maramag Poblacion.

As part of its evolution, sometime in 2004, the Municipal Hall building was transferred to its

present location in Barangay Anahawon. However, some LGU offices remained at the

Poblacion as with the Municipal Health Office (MHO) and the Local Economic Enterprise

Office (LEEO) and its operations.

The Municipal Social Welfare and Development Office (MSWDO) and the

Municipal Nutrition Action Operations (MNAO) are also situated at the back of the two (2)-

storey Municipal Hall. At the ground floor (Figure 3) of the Municipal Hall are the offices

receiving the bulk of daily customers such as the Municipal Civil Registrars Office

(MCRO), and the finance-related offices namely: the Municipal Treasurers Office,

Municipal Accounting Office and the Municipal Budget Office. At the opposite ends of the

second floor, the Office of the Municipal Mayor and the Office of the Municipal Vice Mayor

are located.
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

Figure 2. Physical lay-out of LGU-Maramag offices


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In the assignment of offices to their specific place in the municipal building, flows of

their transactions were considered. For instance, the offices whose services are

interconnected were grouped together such as the MBO, MTO and MACCO located at the

right wing of the ground floor. In effect, a customer processing disbursement voucher for the

payment of services, goods or financial assistances need not go far to have the transaction

concluded. After the appropriation control by the MBO, the customer proceeds to the

adjacent MACCO then to the MTO, goes up for the approval by the LCE, back to MBO for

release and finally the MTO for payment. The existing physical set-up of offices in a way

ensures that the flows of transactions are smooth and not that tedious on the part of

transacting public.

2.4 Background of LGU-Maramag ARTA Implementation

The implementation of the law in local government units was furthered by DILGs

Project CURE, Comprehensive and Unified Response to Eliminate red tape. LGU-Maramag

sent a five (5)-man team who participated in the intervention conducted by the DILG in

coordination with the Civil Service Commission sometime in April 2009.

The reengineering of systems and procedures constituted the identification of

frontline services in LGU offices. Based on the criteria, more than twenty (20) services were

initially identified as frontline and submitted to the Civil Service Commission as a requisite.

Creation of the Task Force on the Crafting of the Citizens Charter was so ordered

through Executive Order issued by the Local Chief Executive. Setting up of the Citizens

Charter came next. For the services which were identified as frontline, process flows were

established. The steps in availing and providing the service, the forms to be used, the
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
requirements, the duration or processing time as well as the fees and charges were also

reflected in the CC. The streamlining of processes was meticulously adhered and the

reduction of signatories in application forms for frontline services were also observed as with

the Business Permit application i.e. from more than five to two (2) signatories.

The Citizens Charter of the LGU essentially answered the provision of Section 1,

Rule IV of the IRR. Consequently, it contained a) vision and mission; b) identification of the

frontline services offered and the clientele; c) the step-by-step procedure; d) the officer or

employee responsible for each step; e) the maximum time to conclude the process; f)

document/s to be presented by the client, with a clear indication of the relevancy of said

document/s; g) the amount of fees, if necessary; h)the procedure for filing complaint and

application, including the names and contact details of the officials/channels to approach for

redress; i)allowable period of extension due to unusual circumstances; and j) feedback

mechanisms, contact numbers to call and/or persons to approach for recommendations,

inquiries, suggestions, as well as complaints.

Prior to the formal launching of the Citizens Charter in July 2009, a stakeholders

conference was conducted where the content of the Charter was first made public and

presented as a way of seeking the stakeholders approval and support to the new service

delivery improvement initiative as required under Section 3, Rule IV of the IRR. The

prescribed forms of publication and posting were also complied with.

The required review of the Charter of not less than once every two years was also

initially complied with through the implementation of the Service Delivery Improvement

Program (SDIP) as a result of the Transparent Accountable Governance (TAG) 4 Project

availed by the LGU from The Asia Foundation.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
With respect to compliance of Rule VI on Accessing Frontline Services, particularly

on the acceptance and denial of application and requests; adoption of appropriate working

schedules even during lunch break and after regular working hours; wearing of official

identification cards during office hours; establishment of public assistance/complaints desk,

among others, all these were complied and provided by the LGU.

2.5 Frontline Services

Based on the criteria in the identification of frontline services, the LGU has a total

of eighty-five (85) frontline services. Figure 4 shows the distribution of these frontline

services in the LGU-Offices.

The Municipal Health Office tops the list with respect to delivering the most

number of frontline services with a total of eleven (11) services. The Municipal Civil

Registrars Office and the Municipal Planning and Development Office tied in the second

spot both having ten (10) frontline services. On the third spot are the Municipal Treasurers

Office and the Municipal Assessors Office both with eight (8) frontline services.

2.6 Nature of Common Transaction

A daily average of one hundred thirty-seven (137) customers transact business with

the LGU as reflected in the Customers Log situated at the Public Assistance and Complaints

Desk (PACD) located at the entrance of the Municipal Building. The common transactions

are application for permits and licenses, requests for certifications, registration for births,

deaths and marriages, payments for fees and taxes, among others.

The nature of most frontline services largely involve simple transactions where
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
period of duration is limited to five (5) working days after receipt of applications and with

face-to-face interaction between the customers and service provider. The Office of the

Municipal Health Officer and the Office of the Civil Registrar registered the highest number

of daily customers and therefore experience ques. As a means of ensuring smooth flow of

service delivery, priority numbers are given and waiting chairs are provided for customers.

Aside from the waiting area in every office, a common waiting area is provided at the ground

floor equipped with chairs and a television set to make waiting comfortable, entertaining and

relaxing.

Whether or not the physical working condition such lay-out of offices and the

performance pledges contained in the Citizens Charter and other provisions of ARTA

implementation is favorably affecting public service delivery is worth knowing. The Local

Government Unit of Maramag as a government office is mandated to implement the law.

Thus, it pays to see if the years of its implementation has done much in the context of

enhancing public service delivery.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
12
11

10 10
10

8 8
8

6
5 5
No. of Frontline Services
4 4 4 4
4
3 3 3 3

Figure 3. Distribution of frontline services in LGU offices


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
2.7 Report Card Survey Results

The ARTA law has gained attention from government offices all over the country.

However, the level of success among offices varies from one organization to another. For

LGUs, the continued pursuit of excellence in local governance is firing up undertakings as

remedial measures on identified areas where low/partial or non-compliance is noted. Despite

challenges in the course of implementation, success stories can be heard. One example for

this is the LGU of Compostela Valley Province which garnered the 2010 Seal of Excellence

awarded by the Civil Service Commission for its RCS rating of 95.5% with Excellent

descriptive rating, the only LGU in the whole bureaucracy rated as excellent ARTA

implementation in 2010.

As required under Rule VII of the IRR, Report Card Survey (RCS) as a way of

evaluating compliance with the Citizens Charter and how the office/LGU is performing

insofar as frontline services are concerned were conducted.

The first RCS was done by a team from the Civil Service Commission in June 2011.

The result obtained a final grade of 81.80 with descriptive rating of Good for LGU-Maramag.

Similarly, the 2012 RCS done by a team of evaluators from DILG yielded a final grade of

86.22, 4.42 points higher which is still equivalent to a rating of GOOD. These ratings showed

that there are still areas for improvement in order to move to very good or even excellent

rating.

LGU-Maramag has been passing the mark. In principle, the requirements stipulated in

ARTA law are complied with and ratings showed high score under inspection checklist

(RCS, 2012).
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
2.8 Customer Satisfaction

On top of the implementation of ARTA as a legal mechanism that spells out

reengineering of systems and procedures for an efficient and effective delivery of frontline

services is the goal of maximum customer satisfaction.

Looking closely, a high-over-all satisfaction of customers supported RCS rating

wherein 60% were very satisfied and 36.67% were satisfied with the service provided to

them. Moreover, a good rating in ARTA Compliance, Frontline Service Provided, Service

Quality and Physical Working Condition was also achieved. The RCS also found out that the

number one satisfaction driver was courtesy and extra mile of the service provider in offering

services to the customers.

Under the area of ARTA compliance, posting of tarpaulins containing the list of

frontline services, person responsible, fees involved, documentary requirements were

complied by all LGU offices. For the anti-fixer campaign, billboards, posters were visibly

installed in every office and call cards bearing hotline numbers were also distributed which

accounted for zero(0) incident of fixing.

The LGU passed in all areas considered in the RCS. Specifically, it garnered highest

percentage points in Compliance with ARTA provisions in both the rating of respondents and

the inspection checklist. Lowest points were obtained in physical working conditions. The

conduct of continuing information drive and orientation on Citizens Charter for the clientele

was recommended as a result of the RCS.

Given the compliance of the law, the questions remain has the Anti-Red Tape Act of

2007 contributed to efficiency and effectiveness of LGU-Maramag in the delivery of its

frontline services?; Are there major developments that can be considered as best practices?;
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
And what are the problems and their perceived resolutions encountered in the ARTA

implementation?
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Chapter 3

THE ARTA OF 2007 AND ITS IMPLEMENTING RULES AND REGULATIONS

This Chapter described the Anti-Red Tape Act as a law and the requirements it

imposes government agencies and offices to comply.

3.1 Related laws on Anti-Red Tape

Section 1, Article XI of the 1987 Constitution states that a Public Office is a Public

Trust. Public officers and employees must at all times be accountable to the people, serve

them with utmost responsibility, integrity, loyalty and efficiency, act with patriotism and

justice, and lead modest lives.

Section 27, Article II the 1987 Constitution provides the state shall maintain honesty

and integrity in the public service and shall take positive and effective measures against graft

and corruption.

Section 4 of Republic Act 6713 otherwise known as the Code of conduct and ethical

standards for public officials and employees prescribes the standards of personal conduct in

the discharge and execution of official duties of public officials and employees. One is

commitment to public interest. Under this, public officials and employees are to uphold the

public interest over and above personal interest. All government resources and powers of

offices must be employed efficiently, effectively, honestly and economically, particularly to

avoid wastage in public funds and revenues.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
3.2 Republic Act 9485

Republic Act 9485 an act to improve efficiency in the delivery of government

service to the public by reducing red tape preventing graft and corruption, and providing

penalties therefore is also known for its short title which is Anti-Red Tape Act of 2007.

The Act declares the policy of the State to promote integrity, accountability, proper

management of public affairs and public property as well as 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 (Sec.

2, RA 9485).

Section 2 (RA 9485) on the coverage of the law states that the Act applies to all

government offices and agencies including local government units and government-owned

and controlled corporations that provide frontline services as defined in the Act. Those

performing judicial, quasi-judicial and legislative functions are however excluded from the

coverage of the Act.

3.3 Implementing Rules and Regulations of RA 9485

Resolution No. 081471 issued by the Civil Service Commission sets the

Implementing Rules and Regulations (IRR) of RA 9485. Section 1, Rule I of said Resolution

states that these Rules shall apply to all government offices and agencies including local

government units and government-owned and controlled corporations with or without


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
original charter that provide frontline services as defined in the Act. Those performing

judicial, quasi-judicial and legislative functions are excluded from the coverage of the Act,

however, their respective frontline services are deemed included.Rule II provides the

Interpretation of the law following the Declaration of Policy found in Section 2 of the Act.

3.4 Provisions of the Law

The law mandates government offices to comply with certain requirements. Rule III

of the IRR provides for the Re-engineering of Systems and Procedures. Specifically, within

one year of the effectivity of the Rules, each office or agency shall: a) determine which

processes or transactions constitute frontline service; b) undertake reengineering of

transaction systems and procedures, including time and motion studies, if necessary; and

after compliance thereof, c) set up their respective service standards to be known as the

Citizens Charter.

Moreover, the reengineering process shall include a review for the purposes of

streamlining of the following: a) steps in providing the service; b) forms used; c)

requirements; d) processing time; and e) fees and charges. There shall also be a review of the

location of the offices providing frontline services and directional signs to facilitate

transactions (Sec. 2, Rule III, IRR).

Still under Rule III, the number of signatories in official forms for frontline services

is limited to a maximum of five (5). The designation on proper authority to sign in the

absence of the regular signatory is also prescribed.

In particular, Section I, Rule IV of the IRR sets the information to be included in the

Citizens Charter: a) vision and mission of the government office or agency; b) identification
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
of the frontline services offered and the clientele; c) the step-by-step procedure to obtain a

particular service; d) the officer or employee responsible for each step; e) the maximum time

to conclude the process; f) document/s to be presented by the client, with a clear indication of

the relevancy of said document/s; g) the amount of fees, if necessary; h)the procedure for

filing complaint and application, including the names and contact details of the

officials/channels to approach for redress; i)allowable period of extension due to unusual

circumstances; i.e. unforeseen events beyond the control of concerned government office or

agency; and j) feedback mechanisms, contact numbers to call and/or persons to approach for

recommendations, inquiries, suggestions, as well as complaints.

The form of Citizens Charter (CC) and its posting is further prescribed. In the same

manner, the constitution of CC Task Force by the head of agency is called for taking into

consideration the stakeholders, users and beneficiaries of the frontline services. The formal

issuance and release including periodic monitoring and review of the implementation is also

required pursuant to Section 3, Rule IV of the IRR. Review of the CC shall be whenever

necessary but not less than once every two years (Sec. 4, Rule IV, IRR).

Section 1, Rule V of the IRR spells the primary responsibility of the head of office or

agency for the implementation of the Rules. They are held accountable to the public in

rendering fast, efficient, convenient and reliable service. It is very interesting to note that the

all transactions and processes are deemed to have been made with the permission or

clearance from the highest authority having jurisdiction over the government office or agency

concerned. Likewise, failure to comply with the rules may warrant the filing of appropriate

charges against the head of office or agency under existing law and rules, before the

appropriate forum.
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Rule VI on Accessing Frontline Services, generally gives the picture on the

promotion of customer satisfaction and service delivery improvement including similar

activities for frontline service officers and employees. Its succeeding sections brings attention

to the acceptance and denial of application and requests; adoption of appropriate working

schedules even during lunch break and after regular working hours; wearing of official

identification cards during office hours; establishment of public assistance/complaints desk,

among others.

The conduct of a Report Card Survey (RCS) is required under Rule VII of the IRR. It

is a way of obtaining feedback and effectiveness of, as well as compliance with the Citizens

Charter and how the office/agency is performing insofar as frontline services are concerned.

The RCS may include the following: 1) the service provider-personal disposition of the

employee providing the service sought of; 2) the quality of service-how the service was

provided to the client; and 3)the physical working condition-how the physical set-up/lay-out

of the office affects the performance, efficiency, and accessibility of the service provided

(par.4, Sec. 1, Rule VII, IRR).

As with other law and rules, Disciplinary Action is also provided under Rule VIII of

the IRR. Expectedly, offenses which may be committed are classified into light and grave.

Light offenses carry penalties as follows: first offense- thirty (30) days suspension without

pay and mandatory attendance to Values Orientation Program; second offense- three (3)

months suspension without pay; and third offense- dismissal and perpetual disqualification

from public service. On the other hand, Grave Offense carries the penalty of dismissal and

perpetual disqualification from public service.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
The Rules further contain Immunity and Final Provisions, Rule IX and Rule X,

respectively. The inclusion of funding for ARTA implementation in the office or agencys

regular budget is also warranted under Rule X of the IRR.

3.5 Values and ARTA Implementation

Needless to say, compliance and implementation of the law is necessarily affected by

the kind of leadership an organization has. Leadership plays a very important role in the

management of organizations (Leveriza, 2010). Wikipedia defines human behavior as the

range of behaviors exhibited by humans and which are influenced by culture, attitudes,

values, ethics, authority, rapport, hypnosis, persuasion, coercion and/or genetics. Corollarily,

human behavior in an organization is influenced by individual values and ethics dictated by

cultural norms and ethical system of the bureaucracy.

In any government undertaking such as curbing the universal problem of graft and

corruption, public support becomes indispensable. People ought to involve themselves in the

government affairs.

Based on observable indicators such as publications, posters and signages, all LGUs

have complied with the implementation of ARTA in the Province of Bukidnon. This

reflected the strong will of LGU administrations in helping the Philippine bureaucracy totally

stamp out unnecessary red tape. However, the researcher has not heard of the conduct of

researches and studies on ARTA implementation in the neighboring LGUs.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Chapter 4

THE EXTENT OF IMPLEMENTATION OF ARTA IN MARAMAG

This Chapter discusses the extent of implementation of the ARTA of 2007 in the

Local Government Unit of Maramag. It deals on the areas of compliance with ARTA

provisions, frontline service delivery, service quality, physical working condition as well as

over-all satisfaction.

4.1 Introduction

The enactment of ARTA of 2007 was a response to the institutional need of curbing

excessive red tape proliferating in the layers of Philippine bureaucracy. It serves as a legal

mechanism that enforces the reengineering of systems and procedures of all government

offices for efficient and effective delivery of frontline services with exception to offices

performing judicial, quasi-judicial and legislative functions, however, their frontline services

are deemed covered (Sec. 1, Rule 1, IRR).

Mindful of the mandates of the law for government agencies including the Local

Government Units, LGU-Maramag pushed for its implementation in 2009. It has directed

efforts in compliance to the requirements of the law which included the stakeholders

conference, launching of LGU-Maramag Citizens Charter, posting of Citizens Charter,

establishment of Public Assistance and Complaints Desk, implementation of anti-fixer

measures, observance of the no noon break policy, the wearing of prescribed identification

cards/nameplates and the setting-up of feedback and redress mechanism.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
While the physical requisites were complied with and despite the fact that the 2011

and 2012 RCS results assessed the areas on the Compliance with ARTA provisions (Citizens

Charter, anti-fixer campaign, ID/nameplates, no hidden costs, public assistance and

complaints desk, no noon break), frontline service provider, service quality, physical working

condition and overall satisfaction, the researcher took into account the observations of the

frontline service employees who were directly involved in frontline service delivery.

Specifically, this answered the inquiry on the extent of implementation of the ARTA

law in LGU-Maramag as assessed by the employees and the customers in the following areas

of compliance with ARTA provisions; frontline service delivery; service quality; physical

working condition and over-all satisfaction.

4.2 Methodology

Data gathering procedure was done through key informants interview, questionnaires

and observations as well. The questionnaires contained the demographic details of

respondents under Part I and Part II obtained the views of the frontline employees and

customers/transacting public which were focal points in assessing extent on the

implementation of the Act and sequentially guided the researcher in proposing interventions

and relevant measures in compliance of the law. Further, result of this study can be the basis

for reengineering of systems and procedures to achieve dramatic changes in the milieu of

public service delivery.

A five-point Likert Scale was adapted to measure the responses of the respondents of

each item in the questionnaire. The weight and scale of each item were as follows: 5 for very

much/strongly agree; 4 for much/agree; 3 for undecided/dont know; 2 for less/disagree; and
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
1 for not/strongly disagree.

Thirty (30) randomly selected customers/transacting public from January 7-17, 2014

and all the frontline service providers physically present during the survey were subjected to

this study. The number of customer-respondents per office was based on the number of

frontline services offered by that office. In the same manner, the number of employee-

respondents included all the frontline service providers in the 18 LGU offices who were

present during the conduct of the survey. The questionnaires were content validated by

experts and were pretested t0 30 respondents. Correlation coefficients were computed to

determine the internal consistency of each item. The reliability index was computed using the

Cronbachs alpha. The computed alphas were 0.907 and 0.949 for customers and employees,

respectively (Appendix J). The primary data were triangulated and validated thru an

unstructured interview and from available secondary data. Analysis technique employed

descriptive statistics.

4.3 Indicators of ARTA Implementation

In form and principle, the Citizens Charter of the LGU has complied with the

provision of the law as it contains: a) vision and mission; b) identification of the frontline

services offered and the clientele; c) the step-by-step procedure; d) the officer or employee

responsible for each step; e) the maximum time to conclude the process; f) document/s to be

presented by the client, with a clear indication of the relevancy of said document/s; g) the

amount of fees, if necessary; h) the procedure for filing complaint and application, including

the names and contact details of the officials/channels to approach for redress; i) allowable

period of extension due to unusual circumstances; and j) feedback mechanisms, contact


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
numbers to call and/or persons to approach for recommendations, inquiries, suggestions, as

well as complaints.

The prescribed forms of publication and posting were also complied with. In each of

the offices, a tarpaulin showing the list of frontline services is posted in the glass window

clearly visible to the customers. Additionally, process flows for each frontline transaction are

posted at conspicuous places inside the offices. The inquiry now lies on the efficiency of

these parameters in enhancing public service delivery.

4.4 Presentation and analysis of data

4.4.1 Demographic Data of Customer-Respondents

Of the thirty (30) customer-respondents, 70% were female (Figure 5). This shows that

generally it is women that transact businesses requiring visits to government offices such as

the LGU while their male counterparts are occupied in gainful economic activities. Figure 6

also reflects that more than half of the customers were between 25-44 years old, and 43.33%

of them were residents of Barangays South and North Poblacion (Figure 7). A wide array of

services offered by various offices was availed by the customers from simple requests to

clearances application, tax declaration among others (Figure 8).


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

Sex

Male
Female

21

Figure 4. Distribution of customer-respondents according to sex

Age
1 1
1 6

24 and below
25-34

9 35-44
45-54
55-64
65 and above
12

Figure 5. Distribution of customer-respondents according to age


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

Residence

7
South Pob.
10
North Pob.
Base Camp
Camp 1
Dagumbaan
6
1 San Roque
2
Not provided
2 2

Figure 6. Distribution of customer-respondents according to residence

Services Availed Financial Assistance


Artificial Insemination
Request
2 Mayor's Permit
3
1 Marriage Registration
1 1 Tax Declaration
1 Birth Legitimation
1 3 Laboratory
Dental Check-up
1
Certification
1 Tooth extraction
2 trip ticket
1
travel order
Birth Extract
2
3 Tax Clearance
1 Zoning Clearance
1 Locational Clearance
1 4 Not provided

Figure 7. Distribution of customer-respondents according to services availed


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
4.4.2 Demographic Data of Employee-Respondents

Of the ninety-three (93) employee-respondents, 60.22% were male which speaks of

the reality that the LGU workforce is dominated by male employees (Figure 9). According to

age (Figure 10) 46.24% were between ages 35-54years old. As to distribution with respect to

office assignment Figure 11 shows that most number of respondents were from the

Municipal Health Office and Municipal Agriculture Office where a good number of frontline

service providers are stationed. This is affirmed in Figure 12 which shows that Agricultural

Technologist/Technician and Health Workers accounted for 44.09% of the respondents.

Results also show that 51.61% have stayed with the LGU between 0-10years of service

(Figure 13) which mirrored the increase in the HR complement in the LGU in the recent

years in response to the demand of public service delivery through the hiring of job orders.

Sex

37

Male
Female
56

Figure 8. Distribution of employee-respondents according to sex


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

Age
0
9 8

24 and below
25 25-34
33
35-44
45-54
55-64
18
65 and above

Figure 9. Distribution of employee-respondents according to age

Office
25
22

20 18

15

10
10 Office
7
5 5 5
5 4
3 3 3 3
2 2
1
0

Figure 10. Distribution of employee-respondents according to office assignment


10
12
14
16
18
20

0
2
4
6
8
Planning Officer II
Economic Researcher
LAAO I

1 1 1 1
Tax Mapper I

24
13
Clerk II
Administrative Officer II

1 1
Administrative Aide VI

3
Administrative Aide IV
13

Revenue Collection Clerk

2
Engineering Assistant

8
12
Senior Bookkeeper
Zoning Officer II
Computer Operator II

1
Assessment Clekr I
MPDC
1 1 1 1 1 1

Sanitation Inspector I
6

Nurse I
14

Midwife
Position

Dental Aide
18

Agricultural Technologist

Years of Service
Clerk III
Dentist II
1 1 1

Budget Officer I

48
3

Social Welfare Aide


Veterinarian
1 1

Assistant Registration Officer


2

HRMA
Figure 11. Distribution of respondents according to position
1

Administrative Assistant
0

0-10

Figure 12. Distribution of employee-respondents according to years of service


31-40
21-30
11-20

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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

Position
36
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
4.4.3 Compliance with ARTA provisions

This requirement of the ARTA law implementation looks into indicators such as

Citizens Charter, anti-fixer campaign, ID/nameplates, no hidden costs, public assistance and

complaints desk, including no noon break.

The assessment of the customers on the compliance with ARTA provisions is agree

which shows favorable attitude as revealed in Table 1. This points out that Citizens Charter,

anti-fixer campaign, ID/nameplates, no hidden costs, public assistance and complaints desk,

including no noon break are considered by the customers to have been complied most of the

time. For both respondents, highest means were observed on the issuance of official receipt

for the full amount of payment which manifests the strong and continued adherence of LGU

employees to no hidden charges (Tables 1 and 2). This supports the earlier findings

disclosed in the Report Card Survey results for the years 2011 and 2012. Looking closely,

the customers agreed that the provisions are complied most of the time or 7-8 out of 10

instances.

Table 1. Assessment of customer-respondents on the compliance to ARTA provisions

Compliance to the provisions of ARTA mean QD


As a customer,
1. Issued Official Receipt for the full amount of my payment 4.70 SA
2. Employees wear ARTA IDs 4.60 SA
3. Presence of Public Assistance and Complaints Desk 4.53 SA
(PACD)
4. Attended to even during noon break and after office hours 4.30 A
5. Saw, read and understood the Citizens Charter and anti- 4.13 A
fixer campaign materials posted in conspicuous places in
the LGU
Overall 4.45 Favorable
attitude
Legend: QD=Qualitative Description U=undecided
SA=Strongly Agree D=Disagree
A=Agree SD=Strongly Disagree
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
On the other end, the employees who deliver the services to the customers disclosed

that they have very much implemented or 9-10 out of 10 instances, the indicators under

compliance to ARTA provisions. Comparing the assessments of the customers and

employees, the former returned an evaluation which is generally lower than the latter in all

the indicators considered in this area.

Table 2. Assessment of employee-respondents on the compliance to ARTA provisions

Compliance to ARTA Provisions mean QD


As a frontline employee, I
1. Issue Official Receipts/or its equivalent for 4.87 VM
payments received (for collectors)/
Observed that Official Receipts are issued
for all payments received
2. Adhere to the Citizens Charter and 4.75 VM
advocate anti-fixer campaign in delivering
frontline services to the customers
3. Adhere to the no noon break policy and 4.72 VM
attended to customers even after official
work hours
4. Wear ARTA-prescribed office ID 4.69 VM
5. Man the Public Assistance and Complaints 4.63 VM
Desk as Officer of the Day as scheduled
(for permanent employees only)/Observed
PACD manned by an OD
Overall 4.73 Very Favorable
attitude
Legend:
QD=Qualitative Description I=Implemented
VM=Very Much LI=Less Implemented
M=Much UI=Unimplemented

This can be the result of the instants (1 of 10 instances) that frontline service

providers acknowledged to have relaxed the implementation and compliance of ARTA

provisions which may have left the customers an impression of inconsistency.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
4.4.4 Frontline Service Delivery

Frontline services are the primal concern of the law. These are the services that get

the fair share of customers, necessitate face-to-face interaction between service providers and

the customers, likely to be complained off and offer high impact to the community in

general.

Table 3 reflects the assessment of customers on frontline service delivery which is

agree, indicating a favorable attitude towards the implementation of the indicators under the

area. Results further revealed that all the time, frontline service delivery follows the step-by-

step procedure in service transaction and exact amount of fees is collected/no extra payment.

The same assessment is given by the employees who considered these two indicators very

much implemented. The findings in compliance to ARTA provisions wherein official

receipts were issued for the full amount of fees paid is further substantiated by these results.

It only echoes the integrity of service providers in collection activities. Moreover, this

mirrors the knowledge, full grasp and understanding of employees on the detailed processes

and the requisites of the services they are delivering to the customers which in turn is

recognized by the transacting public.

However, though ratings were largely on the same inclination for all the indicators of

frontline service delivery for the customers and employees still, the over-all assessment of

customers is still lower than that of the employees. This is a trend similar to compliance to

the ARTA provisions. The very much implemented (9-10 out of 10 instances) perception of

employees at some point has not reached the customers who only agreed that indicators of

frontline service delivery were complied with most of the time (7-8 out of 10 instances).
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Table 3. Assessment of respondents on the frontline service delivery

Frontline Service Delivery Customers Employees


mean QD mean QD
1. step-by-step procedure of the 4.57 SA 4.76 VM
service availed is followed
2. exact amount of necessary fees is 4.50 SA 4.73 VM
collected (if applicable)/no extra
payment
3. received/provided the quality of 4.37 A 4.67 VM
service anticipated
4. only the documents listed in the 4.33 A 4.56 VM
Charter are required
5. maximum time to conclude the 3.87 A 4.56 VM
process is complied
Overall 4.33 Favorable 4.64 Very
attitude Favorable
attitude
Legend:
QD=Qualitative Description U=undecided
SA=Strongly Agree D=Disagree
A=Agree SD=Strongly Disagree

4.4.5 Service Quality

At the apex of every service delivery is the desire to attain not only acceptable but

excellent service quality. Largely, this area is a function of the interplay of critical factors

such as timeliness, outcome, competence and attitude that are manifested during the course

of official transaction.

The study revealed that customers assessed service quality as agree (Table 4), a

favorable attitude. This connotes that most of the time (7-8 out of 10 instances), the factors

on timeliness, outcome, competence and fairness are complied with.

High means can be observed on the areas of knowledge and competence including

fairness which implied that the frontline service providers successfully manifested and met

the indicators on these areas as perceived by the customers.


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Conversely, while the overall assessment of employees yielded very much

implemented (9-10 out of 10 instances), they do not share the assessment of customers who

rated highly the knowledge and competence of service providers (Table 5). It is surprising to

note that employees assessed themselves less than the customers (7-8 out of 10 instances). A

disparity is eminent on the condition of asking help from colleagues in the delivery of

frontline services. The employees were honest enough in stating that sometimes they ask help

from colleagues in the course of delivering service to customers. This action may not have

been prominent and noticeable on the end of the transacting public considering the element

of space that separates the customers and the frontline service providers. In addition, there

are employees who are discreet in asking help from colleagues so as not to impress the

customers with the notion of incompetence.

Table 4. Assessment of customers on service quality


Service Quality, As a customer, mean QD
1. Timeliness
a. I am immediately attended to 4.45 A
b. Transaction ended outright 4.17 A
4.31 Favorable attitude
2. Outcome/Result
a. Service providers care of the output I receive 4.24 A
b. Outputs do not need revision 4.14 A
4.19 Favorable attitude
3. Knowledge and Competence Service providers:
a. demonstrate good attitude in delivery service 4.66 SA
b. have extensive knowledge and skill in delivering 4.55 SA
frontline service 4.45 A
c. Do not ask help from colleagues 4.55 Favorable attitude
4. Fairness
a. first come, first serve basis is followed 4.62 SA
b. insertion in waiting lines is not allowed 4.59 SA
c. customers are treated fairly 4.31 A
4.51 Favorable attitude
Overall 4.42 Favorable attitude
Legend: QD=Qualitative Description U=undecided
SA=Strongly Agree D=Disagree
A=Agree SD=Strongly Disagree
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Timeliness and outcome though positively assessed by customers revealed low means

but assessed by employees as the opposite being very much implemented with high means.

Table 5. Assessment of employees on the service quality

Service Quality, As an employee, I.. mean QD


1. Timeliness
a. Immediately attend to customers 4.81 VM
b. Ensure that transactions end on time 4.69 VM
4.75 Favorable
attitude
2. Outcome
a. Care of the output of service that customers 4.66 VM
received
b. Outputs do not need revision 4.48 M
4.57 Very Favorable
attitude
c. Knowledge and Competence
a. demonstrate good attitude in delivery service 4.70 VM
b. Extensive knowledge and skill in delivering 4.58 VM
frontline service
c. Do not ask help from colleagues 4.19 M
4.49 Favorable
attitude
a. Fairness
a. follow the first come, first serve basis 4.78 VM
b. Do not allow insertion in waiting lines 4.66 VM
c. Treat customers fairly 4.75 VM
4.73 Very Favorable
attitude
Overall 4.78 Very Favorable
attitude
Legend:
QD=Qualitative Description I=Implemented
VM=Very Much LI=Less Implemented
M=Much UI=Unimplemented

Results also revealed that customers agreed that 7-8 out of 10 instances they were

immediately attended to and their transactions ended outright. On the other hand, the

employees believed they have very much implemented the indicators on immediate attention

to customers and ensuring transactions end on time.


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Varying perceptions as to when the transactions conclude may have rendered the

diversity in customer and employee assessments. Generally, customers would want their

transaction end outright, right then and there which may not be well within the conceived and

pledged time duration. Employees ensure transactions end on time as pledged pursuant to the

contents of the Citizens Charter.

It can also be observed that outcome returned the lowest mean for the customers

particularly, the condition on the need for revisions of results/outputs. Undeniably, human

factor can render results/outputs erroneous requiring revisions and even reprints for

documents. A misspelled name, error on entries of dates and other similar clerical errors

which employees may consider minor lapses may be a great deal for customers who have to

go back to the office for correction.

4.4.6 Physical Working Condition

The likelihood of physical working condition affecting service delivery and indirectly

customer satisfaction is well thought of. Thus, the law requires government agencies to

consider physical set-up such as signages, accessibility of offices, cleanliness and orderliness

of work areas, lighting and ventilation of offices as well as lay-out of offices in its frontline

service delivery. Similarly, basic facilities for customers such as comfort rooms, waiting area

and facilities for pregnant women, persons with disability and the elderly are also required.

It turned out that the customers were very satisfied with the physical set-up of the

LGU offices as shown on Table 6. However, on the provision of basic facilities, study

exposed the satisfied assessment of customers. In the over-all scenario for physical working

condition, customers were generally satisfied, indicative of a positive assessment. This means
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
that most of the time they considered physical set-up and basic facilities of LGU offices

having satisfactorily met the requirements of the law (see Appendix I). Specifically, under

physical set-up, signages and direction guides were considered by customers sufficient with

very satisfied assessment. In contrast, the accessibility of offices providing frontline services

returned the lowest mean yet still denoting satisfied assessment. Similarly, lowest mean can

be observed on basic facilities particularly the comfort rooms.

Further, table 7 shows the assessment of employees with very much implemented

assessment in both physical set-up and basic facilities. Highest mean was obtained in the

accessibility of offices providing frontline services. This signifies that employees consider

frontline offices easily accessible to transacting public since these offices which get the bulk

of daily customers are located in highly reachable areas, i.e. the ground floor of the municipal

building such as the MCRO, MBO, MACCO and MTO among others. For basic facilities,

the assessment of customers on comfort rooms is shared by the employees who also rated

this facility the least among the other indicators. While comfort rooms are provided, the

respondents believed the existing condition of these facilities need improvement.

Table 6. Assessment of customers on the physical working condition

Physical Set-up mean QD


1. Signages/direction guides for customers are sufficient 4.63 VS
2. Appropriate lighting and ventilation of offices 4.53 VS
3. Customer-friendly lay-out of offices 4.53 VS
4. Cleanliness and orderliness of office premises 4.47 S
5. Accessibility of offices providing frontline services 4.40 S
4.51 VS
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Table 6. Assessment of customers on the physical working condition (Continuation)

Basic facilities for customers mean QD


6. Waiting area 4.43 S
7. Facilities for pregnant women, persons with disability 4.41 S
and the elderly
8. Comfort rooms 3.87 S
4.24 S
Overall 4.38 Favorable
attitude
Legend: QD=Qualitative Description U=undecided
VS=Very Satisfied D=Dissatisfied
S=Satisfied VD=Very Dissatisfied

Table 7. Assessment of employees on the physical working condition

Physical Set-up mean QD


1. Accessibility of offices providing frontline services 4.73 VM
2. Customer-friendly lay-out of offices 4.69 VM
3. Signages/direction guides for customers 4.63 VM
4. Appropriate lighting and ventilation of offices 4.56 VM
5. Cleanliness of office premises 4.50 VM
6. Orderliness of work areas 4.43 M
4.66 VM
Basic facilities for customers
7. Facilities for pregnant women, persons with disability 4.63 VM
and the elderly
8. Waiting area 4.57 VM
9. Comfort rooms 4.41 M
4.52 VM
Overall 4.59 Very
Favorable
attitude
Legend: QD=Qualitative Description I=Implemented
VM=Very Much LI=Less Implemented
M=Much UI=Unimplemented
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
4.4.7 Over-All Satisfaction

This area focuses on the feeling of contentment and satisfaction a customer gets out

of the whole experience of transacting official business in the LGU.

The inquiry yielded that customers and employees alike generate feelings of

contentment in official transaction. Table 8 exposed that customers agreed that most of the

time (7-8 out of 10 instances), they leave office premises happy with their whole experience.

This is acknowledged by the frontline service providers who assessed this area as

strongly agree in seeing contentment or satisfaction on the face of their customers after every

transaction suggesting at 9-10 out of 10 instances employees see contentment on the faces of

their customers at the end of official transactions.

Table 8. Assessment of respondents on the over-all satisfaction

Over-all satisfaction mean QD


Customers
leave the office happy and contented at the end of 4.33 A
my transaction
Employees
See contentment /satisfaction on the faces of my 4.59 SA
customers
Overall 4.46 Favorable
attitude
Legend:
QD=Qualitative Description U=Undecided
SA=Strongly Agree D=Disagree
A=Agree SD=Strongly Disagree

4.5 Summary, Conclusion and Recommendation

This paper gauged in-depth the implementation of ARTA in LGU-Maramag in a

nature of a case study and used multisource of information and exploited all possible data
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
gathering techniques. Key informants interview (KII), questionnaires and observations were

employed in data gathering. Views of all frontline employees in attendance during the survey

and thirty (30) randomly selected customers were focal points in assessing ARTA

implementation and in examining problems encountered. A five-point Likert Scale was used

to measure responses.

Findings

The following are the findings of the study on the extent of ARTA implementation in

the LGU:

1. In the area of compliance to the provisions of ARTA, both the customers and

employees exhibited positive attitudes and assessed the indicators to have been

complied and implemented however; employees assessed this area higher than the

customers.

2. Frontline service delivery is also positively assessed by both the customers and

frontline service providers with the latter having higher assessment than those of the

customers as earlier exposed on compliance to ARTA provisions.

3. Service quality yielded positive attitudes from both the customers and employees

which denote that the factors on timeliness, outcome, competence and fairness are

complied with. Overall assessment of customers varied from that of the employees

with the latter giving higher assessment compared to the former. The same trend

observed in the earlier indicators of the extent of compliance to ARTA law.

4. The customers were very satisfied with the physical set-up of the LGU offices which

represent that all the time the indicators of physical set-up have been very much
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
implemented. The employee-respondents considered both physical set-up and basic

facilities very much implemented. Lowest mean can also be observed under comfort

rooms, parallel to the assessment of the customers.

5. For over-all satisfaction, the customers were most of the time (7-8 out of 10

instances), happy with their whole experience of transacting with LGU offices.

Employees on the other hand declared that all the time or 9-10 out of 10 instances

they see happiness and contentment on the faces of their customers after official

transaction.

Conclusions

1. The level of implementation conceived by the frontline service providers to be at the

fullest are not fully experienced by the customers who still think there is room for

improvement.

2. Certain level of implementation therefore has not reached the end of the customers

and may have been lost between the throughputs of the entire process of service

delivery.

3. Differing perceptions attributed to the disparity on the customer and employee

assessments. For instance, customers think transaction should end outright, right then

and there yet employees while ensuring transactions end on time, are guided by the

conceived and pledged time duration contained in the Charter.

4. Physical working condition is assessed favorably by the respondents. As with the

other indicators, the assessment of customers is lower than that of the employees

though still within the affirmative attitude.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
5. The interaction of various indicators on ARTA implementation such as compliance to

ARTA provisions, frontline service delivery, service quality and physical working

condition contribute to the over-all satisfaction of customers. A mere smile at the end

of transaction may not necessarily mean over-all satisfaction.

Recommendations

1. Revisiting and re-assessing the implementation of the indicators on compliance to the

ARTA provisions is in order. Offices delivering frontline services may consider the

conduct of thorough evaluation and assessment on their adherence to the Citizens

Charter, wearing of ARTA IDs, manning the PACD as scheduled, and adherence to

the no noon break policy including attending to customers even beyond official

work hours. Results of the evaluation can be incorporated in the updated edition of

the Citizens Charter of the LGU.

2. Offices may bank on the conduct of appraisal and evaluation on the indicators on

frontline service delivery in order to trace where and at what instant the efforts of

implementation were less felt than implemented. Evaluation can be used as input in

the reengineering of processes and procedures for frontline service delivery.

3. It is necessary to redefine output/result in the context of quality, efficiency and

timeliness and relate this into the office performance commitment review. Timeliness,

fairness and knowledge and competence can also be improved by revisiting existing

standards and reengineering should it becomes necessary so as to effect enhanced

attitude on the part of the customers.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
4. Direct efforts on enhancing basic facilities such as comfort rooms, waiting area and

facilities for pregnant women, persons with disability and the elderly. Though these

do not directly relate to service delivery and quality, they affect the entirety of the

transactional experience of customers visiting the frontline offices of the LGU.

5. In order to attain optimum customer satisfaction, all other areas of ARTA

implementation must be looked into, improved and enhanced to be better felt by the

customers. Moreover, in addition to existing feedback forms, it might be necessary to

enjoin customers to fill-up a readily available coupon showing happy, blank, and sad

face representing their over-all satisfaction rating for the service received.
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Chapter 5

THE STRENGTHS AND WEAKNESSES OF ARTA IMPLEMENTATION IN

MARAMAG

This Chapter examines the strengths and weaknesses of the implementation of the

ARTA of 2007 in the Local Government Unit of Maramag on the crucial factors of

integrity/honesty; accountability/responsibility; and proper management of public affairs and

properties.

5.1 Introduction

This study is based on Republic Act 9485 otherwise known as Anti-Red Tape Act of

2007, an act to improve efficiency in the delivery of government service to the public by

reducing bureaucratic red tape, preventing graft and corruption, and providing penalties

therefore.

Specifically, Section 2 of RA 9485 declares that it is 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.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Anchored on the above declaration, this paper investigated the strengths and

weaknesses of the LGU-Maramag ARTA implementation which has been going on for more

than four (4) years in the context of integrity/honesty; accountability/responsibility; and

proper management of public affairs and properties. Additionally, the researcher tried to

unravel best practices gauging from the strengths in ARTA implementation that the result

revealed.

Distinctively, this answered the inquiry on the strengths and weaknesses of the ARTA

implementation in LGU-Maramag as assessed by the employees and the customers in the

following areas of :integrity/honesty ; accountability/responsibility; and proper management

of public affairs and properties.

5.2 Methodology

The procedure of gathering data was through key informants interview,

questionnaires and observations as well. The questionnaires contained demographic data of

respondents in Part I and Part II obtained the views of the frontline employees and

customers/transacting public on the strengths and weaknesses of the ARTA law

implementation. Result of this study can serve as basis for further reengineering of systems

and procedures to achieve dramatic changes in the milieu of public service delivery.

Thirty (30) randomly selected customers/transacting public from January 7-17, 2014

and all frontline service providers of the LGU were subjected to this case study. The number

of customer-respondents per office was identified based on the number of frontline services

offered by that office. In the same manner, employee-respondents included all frontline

service providers who were physically present during the survey. The primary data derived
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
through multiple responses were triangulated and validated from available secondary data.

Analysis technique employed descriptive statistics.

5.3 Presentation and Analysis of Data

The assessment of the respondents on the strengths and weaknesses of ARTA

implementation on three areas of concern were consolidated and analyzed using descriptive

statistics.

5.3.1 Demographic Data of Respondents

The demographic data of respondents is presented in the preceding chapter.

Customer-respondents were dominated by female indicative of the fact that it is usually

women that visit government offices for transactions (see 4.4.1). On the other hand,

employee-respondents were dominated by male clearly attributed to the reality that 63.06%

of LGU manpower are male (4.4.2).

5.3.2 Integrity/Honesty

Every individual who enters government service carries with him his set of values

and attitudes which reflects in his behavior as a social being who has responsibilities in

public service delivery. Moral values largely encompass integrity/honesty and will

undoubtedly have impact on the way services are delivered by the employee. On top of these

individual traits, are the norms of conduct set for public officials and employees which also

puts premium on honesty.

Integrity has something to do with apparent regularity of actions, values, methods,

processes, principles, expectations and even outcomes. As a virtue, it refers to quality of


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
persons character or simply moral soundness. Halfon in 1989 defined integrity in terms of

moral purpose by equating integrity to a persons dedication in the pursuit of moral life and

the intellectual responsibility in seeking to understand the demands of such life. Paluga

(2012) also found out the compliance of employees with regards to integrity/honesty

mirrored integrity in terms of moral purpose as defined by Halfon (1989).

In LGU-Maramag ARTA implementation, integrity/honesty focuses on the regularity

of the application of policies and procedures, appropriateness of information dissemination

and sincerity in delivering quality frontline services for customers welfare and satisfaction

(LGU-Maramag Citizens Charter, 2009).

Results of the study uncovered that the knowledge of the employees is the number

one strength in the aspect of integrity/honesty as assessed by 86.87% of the customers (Table

10). This is shared by the 62.37% of the employees whose responses also pointed out the

same strength as shown in Table 9.

Indeed knowledge is power. True enough, highly knowledgeable employees are

the number one edge of ARTA implementation of the LGU particularly on integrity and

honesty. Full understanding and appreciation of the law and its implementing rules and

regulations is likely to have fuelled the employees to always strive to honestly abide by its

mandates. One factor which accounted for the knowledge of employees on ARTA is the

conduct of orientation program for new entrants. RA 9485 and its IRR is one of the topics

discussed during orientation program for new entrants regardless of status of employment

which speak of their knowledge and understanding of the law.

Conversely, 26.67% of the customers themselves considered their lack of

understanding on ARTA on top of the list of weaknesses in the area of integrity/honesty


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
(Table 10). Customers who know less or nothing on ARTA and its provisions can prove very

demanding and challenging to the entire process of service delivery. Though there is every

reason to say and believe that customers are always right, their unawareness might put

them or the service providers at a disadvantage.

Likewise, Table 10 further shows that 48.39% of the employees considered attitude of

customers as the primary weak point in this area. In reference to what they call dirty dozen,

customers and employees alike can take on any of the 12 types of attitudes such as snipers

and bulldozers, to mention a few. Essentially, the attitude of customers the very moment they

enter the premises of the office can influence the ensuing key moments of truth of service

delivery.

Table 9. Strengths of ARTA implementation on integrity/honesty

Customers Employees
Strengths Freq. % rank Strengths Freq. % rank

1. knowledge of the 26 86.67 1 1. Knowledge of 62 62.37 1


employees employees
2. attitude of 20 66.67 2 2. Attitude of 54 59.14 2
employees employees
3. awareness of 17 56.67 3 3. Available 49 67.74 3
customers on the feedback
provisions of ARTA mechanism

4. available feedback 13 43.33 4 4. Awareness of 31 61.29 4


mechanism customers on
the provisions
of ARTA
5. attitude of 9 30.00 5 5. Attitude of 27 63.33 5
customers customers
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Table 10. Weaknesses of ARTA implementation on integrity/honesty

Customers Employees
Weakness Freq. % rank Weakness Freq. % rank

1. lack of 8 26.67 1 1. attitude of 45 48.39 1


understanding of customers
customers on
ARTA

2. Attitude and 7 23.33 2 2. lack of 39 41.94 2


principles of understanding of
employees customers on
ARTA
3. attitude of 6 20.00 3 3. Attitude and 30 32.26 3
customers principles of
employees

4. varying views, 6 20.00 4 4. varying views, 22 23.66 4


opinions and opinions and
personal agenda personal agenda

5. Lack of 5 16.67 5 5. Lack of 22 23.66 5


knowledge on knowledge on
the law the law

5.3.2 Accountability/Responsibility

Accountability/responsibility is a form of trustworthiness; the trait of being

answerable to someone for something or being responsible for ones conduct (Wordbook,

2013). The performance pledge contained in the Charter of the LGU-Maramag is spelled in

CARES which puts primordial attention to reliable and consistent service delivery of services

with utmost accountability without discrimination regardless of the clients gender, race,

belief and political affiliation or preference, always mindful that a public office is a public

trust (2009).
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To a large extent, accountability plays pivotal role in ensuring the attainment of

responsive, efficient, effective and transparent service to the public as it reins in the abuse of

authority by public officials and employees.

Data gathered yielded the strengths on accountability/responsibility wherein reliable

and consistent service and right information at the right time topped the strengths as

identified by 73.33% of the customers (Table 11). It is but natural for customers to put prime

attention to the delivery of consistent and reliable service irrespective of their individuality

and personal circumstances and the disclosure of right information at the right time. This tells

of the efficiency of ARTA implementation in the LGU in the context of

accountability/responsibility in being able to attain reliability and consistency in service

delivery and keeping the information flow rightly towards desired recipients.

Similarly, 67.74% of the employees considered quality service as the primary

strength in this area. Since accountability entails answerability for actions, outputs and

deliverables, this tells of the utmost concern of the employees in being able to give quality

service in every frontline service delivery. They would not want to risk being complained off

for incompetence, failure to perform or other similar offenses from a dissatisfied customer

who is well aware of the provisions of the law.

Only 20% of the customers considered absence of designated signatory for official

documents and undermanned offices among the weaknesses for accountability/responsibility

area (Table 12).


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Table 11. Strengths of ARTA implementation on accountability/responsibility

Customers Employees
Strengths Freq. % rank Strengths Freq. % rank

1. Reliable and 22 73.33 1 1. Quality service 63 67.74 1


consistent service

2. Right information 22 73.33 1 2. Reliable and 59 63.44 2


at right time consistent service

3. Quality service 21 70.00 2 3. Available 58 62.37 3


signatory for
official
documents
4. Available 20 66.67 3 4. Right information 57 61.29 4
signatory for at right time
official
documents

5. Outright action on 19 63.33 4 5. Outright action 55 59.14 5


complaints on complaints

The LGU is still on the process of slowly adding employees to its rooster of plantilla

employees. Thus, there may be times when heads of offices/official signatories are out of the

station for official businesses or approved leaves and nobody can be designated to sign

official documents. Though expressly provided in the Charter as an exception to the so called

normal situations, this will require customers to come back for their documents until the

return of official signatory.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Table 12. Weaknesses of ARTA implementation on accountability/responsibility

Customers Employees
Weakness Freq. % rank Weakness Freq. % rank

1. No designated 6 20.00 1 1. weak feedback 22 23.66 1


signatory for mechanism
official documents
2. undermanned 6 20.00 1 2. lack of 19 20.43 2
offices responsible
employees
3. weak feedback 5 16.67 2 3. lack of 15 16.13 3
mechanism information
dissemination
4. lack of information 1 3.33 3 4. undermanned 11 11.83 4
dissemination offices
5. No designated 9 9.68 5
signatory for
official
documents

The employees on the other hand identified weak feedback mechanism as the weakest

area. The installation of the required feedback mechanism is complied with. However,

employees see the limitation of the system in generating feedback and monitoring the status

of ARTA implementation since majority if not all of the daily customers frequenting the LGU

would not take time to fill-up the feedback form. They maybe too in a hurry or they do not

feel the need to comment on their visit with the offices of the LGU.

5.3.3 Proper management of public affairs and properties

Kristen Norman-Major (2012) presented the four Es of great governance. She cited

that a framework and awareness of how economy, efficiency, effectiveness and equity

influence the shape of the final policy or program can simplify the process and provide a
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solid base for local government operations. Downer (2004) stated that competent

management of a countrys resources and affairs constitutes good governance. Proper

management of public affairs and public properties covers optimum use of resources to

ensure effective and efficient socio-economic development (LGU-Maramag Citizens

Charter, 2009).

According to Leveriza (2010), there are many differing ideas about management

process but one thing is clear, it is working with people. He further stressed that the people

are organized in formal groups to achieve the desired goals necessary to maximize utilization

of the available resources of organizations.

Based on the data gathered, support of top management was identified by 60% of the

customers as the major strength of ARTA implementation in the context of proper

management of public affairs and properties as reflected in Table 13. This is shared by

68.82% of the employees who also considered support of top management the number one

strength. The same is disclosed by the ARTA Focal Person of the LGU, Mr. Francisco Y.

Cipriano, Jr., MPDC who made mention of the top managements support not just in ARTA

but in all other program implementation.

Table 13. Strengths of ARTA implementation on proper management of public affairs and
properties for customers

Customers Employees
Strengths Freq. % rank Strengths Freq. % rank

1.support of top 18 60.00 1 1. support of top 64 68.82 1


management management
2.Posted process 14 40.00 2 2. Posted process 61 65.59 2
flows of services flows of services
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3.PACD manned by 13 46.67 3 3. PACD manned by 49 52.69 3
responsible responsible
Officer of the day Officer of the day

4.implementation of 12 43.33 4 4. Reduction in 48 51.61 4


cost cutting number of
measures signatories for
applications

5.Reduction in 11 36.67 5 5. implementation 47 50.54 5


number of of cost cutting
signatories for measures
applications

As to the weakness of ARTA implementation on proper management of public affairs

and properties, 16.67% the customers pointed out the number of signatories for

applicationsand existing systems and procedures (Table 14). Similarly, 22.58% of the

employees also identified existing systems and procedures on top of the list.

Table 14. Weaknesses of ARTA implementation on management of public affairs and


properties for customers

Customers Employees
Weakness Freq. % rank Weakness Freq. % rank
1. Number of 5 16.67 1 1. existing systems 21 22.58 1
signatories for and procedures
applications
2. existing systems 5 16.67 1 2. Leniency of 10 10.75 2
and procedures employees
3. No OD at PACD 3 10.00 2 3. Number of 9 9.68 3
signatories for
applications
4. Leniency of 3 10.00 2 4. ambiguous 6 6.45 4
employees postings on
process flows
5. ambiguous 1 3.33 3 5. No OD at 5 5.38 5
postings on PACD
process flows
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The law mandates the reduction of signatories of applications into three (3). This has

been implemented. For instance, the application for business permit from more than five (5)

signatories now requires two (2), As a result, the documentary requirements to support the

application is increased. This might have been one of the instances that customers are

referring to. As for the employees, existing systems and procedures that they were used to

prior to the implementation of the ARTA of 2007 is getting in the way of the ARTA

implementation. Indisputably, those who have been in the service a long time more than

twenty years were exposed to the old ways and processes of delivering public service. Back

then, indicators and service standards were different which have been embedded in their

system. The factor of age also plays a role in being adaptable to the fast changing times.

5.4 Summary, Conclusion and Recommendations

This paper gauged in-depth the implementation of ARTA in LGU-Maramag in a

nature of a case study and used multisource of information and exploited all possible data

gathering techniques. Key informants interview (KII), questionnaires and observations were

employed in data gathering. Views of all frontline employees in attendance during the survey

and thirty (30) randomly selected customers were focal points in assessing the strengths and

weaknesses of ARTA implementation.

Findings

The following are the findings of the study on the strengths and weaknesses of ARTA

implementation on integrity/honesty; accountability/responsibility; and proper management

of public affairs and properties:


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
1. In the aspect of integrity/honesty, knowledge of the employees is the number one

strength of ARTA implementation in LGU-Maramag as assessed by 86.87% of the

customers and shared by the 62.37% of the employees. Conversely, lack of

understanding of customers on ARTA is conceived by customers themselves as the

top weakness in this area. Employees also considered attitude of customers as the

primary weak point in this area.

2. On accountability/responsibility, reliable and consistent service and right information

at the right time as identified by 73.33% of the customers and quality service as

assessed by 67.74% of employees topped the strengths showing the effectiveness of

ARTA implementation of the LGU in delivering not only reliable and consistent but

quality service and in giving right and timely information to the customers. For the

weaknesses, customers considered absence of designated signatory for official

documents and undermanned offices whereas employees identified weak feedback

mechanism.

3. In the context of proper management of public affairs and properties, the support of

top management was identified by both the customers and employees as the major

strength of ARTA implementation parallel to the idea presented by the ARTA Focal

Person of the LGU, Mr. Francisco Y. Cipriano, Jr., MPDC who stressed the vitality of

the support of top management in any undertaking of the LGU such as the

implementation of the ARTA of 2007. The factor on existing systems and procedures

is shared by both the customers and employees as the major weakness in this part.
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Conclusions

1. On integrity/honesty, the strength is centered on the employees end while the

weakness is on the customers end. This tells of the crucial roles played by both the

frontline service providers and customers in the implementation of ARTA.

2. On accountability/responsibility, the weaknesses conceived by customers speak of the

structure and staffing of the LGU which is still slowly being addressed through the

implementation of new staffing pattern by tranche.The limitation of the system in

generating feedback and monitoring the status of ARTA implementation seen by the

employees denote that customers generally cared not in giving feedback.

3. Way of doing things and people element plus the factor of adaptability to the fast

changing times all proved as the challenges in this area of concern

Recommendations

1. A stakeholders forum and continued information campaign on ARTA implementation

can be resorted to ideally at the grassroots to increase the level of understanding

among customers in order to transpose this weakness into strength.

2. It is recommended to sustain or even enhance the existing strengths. Moreover, the

deliberate implementation of the new organizational structure and staffing pattern of

the LGU should also be maintained until such time that required number of

responsible employees is reached. In order to strengthen the feedback and redress

mechanism, OD at the PACD should encourage customers to give feedback and be

required to have at least twenty (20) feedback forms filled by customers at the end of

the day.
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3. Given the support of the top management to the ARTA implementation in the LGU,

the weaknesses identified in the study can be given consideration and addressed so as

to become strengths. For example, employees who cling to the old system and

processes of service delivery can be given opportunity to get abreast with the

mandates of ARTA through reorientation, frontline service delivery simulations and

even job rotations should it becomes necessary.


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Chapter 6

THE PROBLEMS OF ARTA IMPLEMENTATION IN MARAMAG AND THEIR

SUGGESTED INTERVENTIONS

This Chapter deals with the problems encountered in the implementation of the

ARTA of 2007 in the Local Government Unit of Maramag. It also presents suggested

interventions conceived by respondents and the proposed intervention plan address identified

problems.

6.1 Introduction

Republic Act 9485 or the Anti-Red Tape Act of 2007, an act to improve efficiency in

the delivery of government service to the public by reducing bureaucratic red tape,

preventing graft and corruption, and providing penalties therefore is one of the milestones in

Philippine bureaucracy in dire effort of forwarding public service delivery to another level of

effectiveness and efficiency.

Yet, as with any other institutional reforms all over the world, problems are expected

to surface on the course of its implementation. The problems could very well be within the

realm of structure, system, skills and support mechanism.

Wikipedia defines human behavior as the range of behaviors exhibited by humans

and which are influenced by culture, attitudes, values, ethics, authority, rapport, hypnosis,

persuasion, coercion and/or genetics. As a result, human behavior in an organization is

influenced by individual values and ethics dictated by cultural norms and ethical system of

the bureaucracy.
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In any government undertaking such as curbing the universal problem of graft and

corruption, public support becomes indispensable. People ought to involve themselves in the

government affairs. Hence, this study desires to uncover the problems encountered by the

employees and customers in LGU-Maramag ARTA implementation as well as their

conceived resolutions. Knowing these issues will enable the researcher come up with

acceptable intervention plan to improve ARTA implementation in the LGU.

This study tried to find out the problems and their suggested interventions in LGU-

Maramags ARTA implementation. Specifically, this aimed to ascertain the problems

encountered and the suggested interventions to address identified problems in the ARTA

implementation in LGU-Maramag as assessed by the employees and the customers.

6.2 Methodology

Data gathering was essentially through survey questionnaires. The questionnaires are

divided into two (2) parts. Part I gathered the demographic data of respondents. Part II

solicited the views of the frontline employees and customers/transacting public which were

crucial points in finding out the problems and their resolutions in the implementation of the

Act and subsequently guided the researcher in proposing interventions and relevant courses

of action in compliance of the law. Result of this study can serve as basis for the further

reengineering of systems and procedures to achieve dramatic changes in the milieu of public

service delivery.

Thirty (30) randomly selected customers from January 7-17, 2014 and all frontline

service providers of the LGU were subjected to this case study. The number of customer-

respondents per office was identified based on the number of frontline services offered by
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that office. The primary data obtained were triangulated and/or validated thru an unstructured

interview or from available secondary data to ensure internal and external validity. Analysis

technique employed descriptive statistics.

6.3 Presentation and Analysis of Data

Results of the study yielded certain factors posing as problems or major concerns to

customers and employees in the ARTA implementation of the LGU.

6.3.1 Demographic Data of Respondents

The demographic data of respondents is presented in the preceding chapter.

Customer-respondents were dominated by female indicative of the fact that it is usually

women that visit government offices for transactions (see 4.4.1). On the other hand,

employee-respondents were dominated by male clearly attributed to the reality that 63.06%

of LGU manpower are male (4.4.2).

6.3.2 Compliance to ARTA provisions

The study was able to ascertain the problems encountered in the area of compliance to

the ARTA provisions from the views of the respondents. Remarkably, the customers did not

see any problem on this area which supported their satisfied assessment. However,

employee-respondents encountered problems as shown on Table 15. These are centered on

the need for manning the PACD. Undeniably, some officers of the day (ODs) do not report to

the PACD despite having received the executive issuance on their schedule. Instead, just to

have someone at the counter, job orders assigned in their office take their place.
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There is no question that the PACD is manned which explains why customers did not

find any problem in this area. The challenge however lies on who is supposed to attend the

desk. The law necessitates that a knowledgeable employee man the PACD who can readily

answer questions, complaints, inquiries and requests of the transacting public.

Notwithstanding job orders are also well-oriented and informed of the provisions of ARTA

and the contents of the Citizens Charter of the LGU, they are not the responsible

employees contemplated by the law.

Table 15. Problems encountered and suggested interventions on compliance to ARTA


provisions

Problem/s encountered Suggested Intervention/s


Employees
Not all assigned Officer of the OD should do assigned task; no
Day (OD) do their assignment replacement unless with valid reason
Some offices/employees do Assign person to check/monitor
not implement or follow compliance by employees
ARTA provisions
Sometimes JOs are assigned in Employees assigned as OD should
PACD if regular employees be required to report to PACD
assigned are not around
Some offices allow JOs to Manning the PACD should be
attend to customers at the opened to all JOs
PACD

6.3.3 Frontline service delivery

Required documents not listed and the lengthy processing were encountered by

customers in frontline service delivery (Table 16). As a measure of addressing these

concerns, they are suggesting the listing of required documents per transaction and their

posting outside the offices and the possibility of hastening the process of service delivery.
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With the present implementation, offices have posted the list of frontline services at

the conspicuous places. The documentary requirements are also contained in the process

flows of each service type. As this is the case, issues maybe on the clarity, readability and

specific location of the publications. As observed, posted information are in tarpaulin

materials showing bright colors as background and containing text in relatively large fonts

which may prove unfriendly for readers particularly those already on their prime.

The processing time for frontline services pledged in the charter was determined through

time and motion study conducted during the time of the crafting of the Charter in 2009.

Since, technology has continued to evolve through time, customers may have expected the

use of these technological advancements by the LGU in enhancing the flow of transactions

and in streamlining of processes resulting to reduction in period to conclude the delivery of

services.

Table 16. Problems encountered and suggested interventions on frontline service


delivery

Problem/s encountered Suggested Intervention/s


Customers
1. Sometimes documents required 1. Required documents in every transaction
in the processing of requests are be listed and posted outside the office
not listed concerned

2. Lengthy processing time 2. hasten the process

6.3.4 Physical working condition

The study revealed that customers and employees were equally concerned on ARTA

implementation particularly in physical working condition under basic facilities. This


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corresponds to the low assessments of the respondents chiefly on comfort rooms bared in the

previous chapter. Table 17 lists the problems of respondents which revolved on the condition

of the comfort rooms in LGU offices. It is suggested that regular maintenance and

monitoring of the cleanliness be done. The conduct of orientation for Utility Workers and

their supervision by the General Services Office is also recommended. Moreover, the lack of

ramp posing as a major limiting factor for differently-abled persons to reach the offices

located on the second level of the municipal building is also stressed.

General condition of the premises of an office contributes to the effectiveness of

service delivery. For offices rendering frontline services to the public, it is so required that

physical set-up and basic facilities be given consideration. As disclosed in the earlier

chapters, customers are satisfied by the physical set-up of the LGU offices. This is expected

since the assignment of specific space has taken into account that offices sharing

responsibilities for frontline services are relatively near and highly accessible. Similarly, the

previous assessment on basic facilities which yielded the lowest mean for comfort room

though affirmative presents the likelihood of challenges encountered in the area.

Utility Workers assigned in maintaining the cleanliness and hygiene of these facilities

are also tasked to perform other related functions from time to time. As observed, at least two

(2) to three (3) times these UWs perform cleaning activities of their assigned areas in a day.

Additionally, performance is not strictly monitored. True enough, in order to live up to the

name of the facility, comfort room, general condition should be ensured that users are able

to feel comfort.
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Table 17. Problems encountered and suggested interventions on physical working
condition

Problem/s encountered Suggested Intervention/s


Customers
Comfort rooms are dirty Regular maintenance and cleaning of
comfort rooms
Employees
comfort rooms and latrines are UWs should undergo orientation and
untidy; no longer comfort be supervised by the General
room because we feel Services Office
uncomfortable
Lacks ramp for differently- Provide ramp for differently-abled
abled persons persons

6.3.5 Over-all satisfaction

Frontline service providers were concerned about over-all satisfaction of customers

being affected by the lack of documentary requirements (Table 18). As a result, employees

are recommending the presentation by customers of the complete documents in order to

conclude the transaction and derive satisfaction thereat.

This is in consistent with the findings earlier revealed regarding the lack of

knowledge of customers on the provisions of ARTA and the citizens charter. A customer

who has limited knowledge of the provisions of the law, the transactions of services availed

and the documentary requirements even the fee is likely to visit the office without bringing

necessary requisites.

The ARTA law necessitates receipt of applications and subsequently acting on these

applications within the prescribed period. However, processing surely will not proceed for

lack of supporting documents which can render an expectant customer dissatisfied.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Table 18. Problems encountered and suggested interventions on over-all satisfaction

Problem/s encountered Suggested Intervention/s


Employees
customers get frustrated due to complete documents should be
lack of documentary presented to conclude the transaction
requirements so to as not to get frustrated

6.4 Summary, Conclusion and Recommendation

This paper gauged in-depth the implementation of ARTA in LGU-Maramag in a

nature of a case study and used multisource of information and exploited all possible data

gathering techniques. Key informants interview (KII), questionnaires and observations were

employed in data gathering. Views of all frontline employees in attendance during the survey

and thirty (30) randomly selected customers were focal points in the problems encountered in

ARTA implementation and their suggested interventions.

Findings

The following are the findings of the study:

1. Under the Compliance to ARTA provisions, only the employees were challenged on

the manning of the PACD. Others allowed job orders to man the counter on behalf of

the responsible employees contemplated by the law. There were those who suggested

the assigned ODs be required to man the PACD with no substitution however, there

are also those who proposed that manning PACD be opened for job orders instead.

2. For frontline service delivery, only the customers expressed concern on the

documentary requirements and the lengthy processing time and suggested the listing
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
and posting outside the offices and the possibility of hastening the process of service

delivery.

3. In the area of physical working condition both were concerned on basic facilities

particularly the comfort rooms. Regular maintenance and monitoring of the

cleanliness and the conduct of orientation for Utility Workers and the transfer of

supervision to the General Services Office were recommended.

4. For the over-all satisfaction, frontline service providers were the ones concerned by

the lack of documentary requirements and suggest customers present complete

documents in order to conclude the transaction and derive high level of satisfaction.

Conclusion:

1. It surfaced that customers and employees have varying views as to what they consider

as problems. Similar concern over physical working condition particularly the

comfort rooms under basic facilities, which is highly observable, is shared by the

respondents.

Recommendations:

1. In the light of helping address the identified problems, the researcher crafted a

Recommended Action Plan which contains recommended strategies, timeframe,

office and persons responsible and expected outcome.

1.1. Under compliance to ARTA provisions, the objectives include: (1) to ensure that

OD report to PACD as scheduled; (2) to monitor adherence to ARTA

implementation; and (3) to guarantee that PACD is manned by responsible


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employees. In the scheduling of OD, the exclusion of permanent employees

whose actual duties require frequent exposure to field situations can be employed

to attain the first objective and generate the expected outcome of permanent

employees scheduled to man the PACD being able to do the assigned task. For

the second objective and the expected outcome of strengthened implementation

of ARTA in LGU offices, the active support of heads of offices is vital thus, they

can be actively involved in monitoring and reporting of compliance by

concerned staff, which report can be the basis for disciplinary action. In order

that the PACD concerns are attended to only by responsible employees, the

strategies of no replacement unless with valid reason; OD to look for their

replacement (also responsible employees, not JOs); no JOs allowed to man the

PACD can all be resorted to.

1.2. For frontline service delivery, the objective of ascertaining all documentary

requirements are listed to generate the outcome of customers bringing complete

requirements in going to LGU offices can utilize the strategy of offices to

prepare readily available requirement checklist per type of service for easy

distribution and or attachment to the application forms. Similarly, the objective

of updating of response time to produce the outcome of reengineered processes

and updated citizens charter can be attained through the revisiting of existing

process flows by conducting time and motion studies.

1.3. For physical working condition, the objective is to institute monitoring of

cleanliness of comfort rooms. The strategies of having concerned UWs detailed

at the GSO and the Utility Foreman monitor performance at least every two (2)
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hours will ensure round the clock cleanliness. Additionally, provision of basic

facility particularly, installation of ramp is necessary to enable differently-abled

persons reach the offices in the second floor.

1.4. On the over-all satisfaction, the objective is to inform customers of the

documentary requirements for their transactions. The conduct of IEC or reminder

during airtime of the information officer in the local radio station and the

preparation and distribution of flyers containing the list of frontline services and

their corresponding requirements can be employed to ensure satisfied customers.


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Recommended Action Plan

Area/ Responsible
Problems encountered Objectives Strategies Office/ Timeframe Expected outcome
Persons
Compliance to ARTA provisions
1. Not all assigned 1. To ensure that 1.Exclude in the HRMO Q4 Permanent employees
Officer of the Day assigned OD scheduling of OD all LCE scheduled to man the
(OD) do their report to PACD permanent employees PACD are able to do
assignment as scheduled whose actual duties their assignment
require frequent
exposure to field
situations
2. Some 2. To monitor 2. Office heads be MMO Q2 Strengthened
offices/employees do adherence to the actively involved in LCE implementation of
not implement or implementation of the monitoring and Office heads ARTA
follow ARTA ARTA reporting of
provisions compliance by
concerned staff
3. 1 Sometimes JOs are 3.1 No replacement
assigned in PACD if unless with valid
regular employees reason be allowed;
assigned are not Assigned OD be the
3. To guarantee
around one to look for their PACD concerns are
that PACD is
replacement who are MMO attended to by
manned only by Q2
also responsible LCE responsible
responsible
employees (not JOs) employees
employees
3. 2 Some offices allow 3.2 No job orders be
JOs to attend to allowed to man the
customers at the PACD
PACD
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Area/ Responsible
Problems encountered Objectives Strategies Office/ Timeframe Expected outcome
Persons
Frontline Service Delivery
1. Sometimes 1.To ascertain all 1.Offices to prepare MMO Q2 Customers bring
documents required documentary readily available LCE complete
in the processing of requirements are requirements checklist Office heads requirements in
requests are not listed listed per type of service for going to LGU
easy distribution and/or offices
attachment to application
forms
2. Lengthy processing 2. To update 2. Offices delivering MMO Q2 Reengineered
time response time frontline services be LCE processes; updated
required to revisit Office heads citizens charter
existing process flows by employees
conducting time and
motion studies to
possibly hasten the
process
Physical Working Condition
1. Comfort rooms and 1.1.Utility Workers in- LCE
latrines are untidy; no charged in the GSO
longer comfort room maintenance of Office heads
because we feel comfort rooms be UWs
uncomfortable 1.To institute detailed to the General
Services Office Performance of UWs
monitoring of
objectively assessed
cleanliness of 1.2.Utility Foreman to GSO an included in OPCR
comfort rooms monitor performance at UF
least every two(2)
hours to ensure round
the clock cleanliness of
the comfort rooms
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

Area/ Responsible
Problems encountered Objectives Strategies Office/ Timeframe Expected outcome
Persons

2. Lacks ramp for 2. To provide basic 2. Installation of ramp or LCE Q3 Basic facilities for
differently-abled facility for similar facility to MEO differently-abled
persons differently-abled enable differently- persons fully
persons abled persons to reach provided
the second floor
Over-all satisfaction
1. customers get 1. To inform 1. Conduct of IEC on LCE
frustrated due to lack customers of ARTA emphasizing Office heads
of documentary documentary the documentary Information
requirements requirements for requirements in every Officer
their frontline service
transactions during the airtime of
the Information
Officer Q3 satisfied customers
2. Prepare and distribute LCE
flyers containing the Office heads
list of frontline
services and the
corresponding
requirements
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Chapter 7

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

This Chapter summarizes the result of the case study conducted by presenting

evidences. Detailed assessments of the ARTA implementation of LGU-Maramag were

analyzed using descriptive statistics presented earlier in the preceding chapters. This Chapter

also presents the conclusion and recommendations based on the results and analysis of data

obtained in the study.

Summary

This paper assessed and evaluated in-depth the implementation of ARTA in LGU-

Maramag in a nature of a case study and used multisource of information and exploited all

possible data gathering techniques. Key informants interview (KII), questionnaires and

observations were employed in data gathering. Views of all frontline employees physically

present during the survey and thirty (30) randomly selected customers were focal points in

assessing ARTA implementation and in examining problems encountered. A five-point

Likert Scale was used to measure responses.

Findings

The following are the findings based on the problems presented on this study:

1. The indicators on the extent of implementation of ARTA of 2007 in the LGU of Maramag

are assessed favorably by both the customers and employees. Customer assessments are

generally one level lower than that of the employees.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
2. Strengths and weaknesses: For integrity/honesty, knowledge of the employees is assessed

by both customers and employees as the number one strength. Conversely, lack of

understanding of customers on ARTA and their attitude are the primary weak points in this

area. For accountability/responsibility, the strengths are topped by reliable and consistent

service and right information at the right time as identified by the customers and quality

service as assessed by employees. The customers pointed the absence of designated

signatory for official documents and undermanned offices while employees identified

weak feedback mechanism as weaknesses. For proper management of public affairs and

properties, support of top management is the major strength and the factor on existing

systems and procedures is the major weakness as assessed by both the customers and

employees.

3. The problems encountered by the respondents are: manning of the PACD; lack of

documentary requirements; lengthy processing time; cleanliness of comfort rooms; lack of

ramp for differently-abled persons. Their proposed interventions are: ODs be required to

man the PACD with no substitution; manning PACD be opened for job orders; listing and

posting outside the offices; possibility of hastening the process of service delivery; regular

maintenance and monitoring of the cleanliness and the conduct of orientation for Utility

Workers and the transfer of supervision to the General Services Office were

recommended.

Conclusion

Based on the results of the study, the following conclusions are drawn:
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
1. LGU-Maramag adhered and implemented the provisions of ARTA of 2007. The level of

implementation conceived by the frontline service providers to be at the fullest are not felt

by the customers who are satisfied with the services yet leave room for improvement.

2. Frontline service providers and customers both play crucial roles in the implementation of

ARTA such that knowledge of employees must be reflected on the understanding of

customers.

3. Customers and employees have varying views as to what they consider as problems.

Suggested interventions are relevant in enhancing the ARTA implementation of the LGU.

Recommendation

Based on the findings and conclusions of this study, the following are recommended:

For the LGU-Maramag:

1. Conduct an annual stakeholders forum and information campaign on ARTA

implementation to increase the level of understanding among customers particularly at

the grassroots.

2. Continue the deliberate implementation of the new organizational structure and staffing

pattern of the LGU to boost the number of responsible employees.

3. Update the Citizens Charter of the agency and come out with internal policies on ARTA

For frontline service providers/offices:

1. Continue and sustain the level of performance in the ARTA implementation.

2. Conduct of thorough evaluation and assessment on their adherence ARTA of 2007 in all

the indicators of its implementation leading to the reengineering of systems and

procedures.
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For Officer-of-the-Day (OD):

1. Strengthen the feedback and redress mechanism by encouraging customers to give

feedback and have at least twenty (20) feedback forms filled by customers at the end of

the day.
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Wordbook 2013
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
APPENDIX A SURVEY QUESTIONNAIRE (CUSTOMER-RESPONDENTS)

MGA PANGUTANA ALANG SA PAG IMPLEMENTAR/PAGPATUMAN SA ANTI-


RED TAPE ACT (ARTA) SA LGU-MARAMAG
(Alang sa Kustomer)

Part I. Personal nga Pangutana

Ngalan (Optional) _____________________ Edad ___________________


Pinuy-anan _____________________ Sex _______Lalaki
_______Babae
Serbisyo nga _____________________
Gikinahanglan _____________________
(sa higayon sa survey)

Part II. Pangutana kabahin sa pagpatuman sa Anti-Red Tape Act o ARTA sa LGU-
Maramag

Palihog tubaga sa kinasing-kasing ang mga pangutana gamit ang musunod:

Grado/Marka Hulagway sa Kalidad Panag-ingnan

5 SOBRANG NAPATUMAN TANANG HIGAYON (9-10 of 10


KONTENTO KAAYO higayon)
UYON KAAYO

4 NAPATUMAN KAAYO KASAGARAN (7-8 of 10 higayon)


KONTENTO
UYON

3 NAPATUMAN USAHAY (5-6 of 10 higayon)


DILI SIGURADO
DILI SIGURADO

2 WALA KAAYO PANALAG-SA (3-4 of 10 higayon)


NAPATUMAN
DISKONTENTO
DILI UYON
1 WALA (0-2 of 10 higayon)
WALA NAPATUMAN
SOBRANG
DISKONTENTO
DILI KAAYO UYON
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1.GILAPDON SA PAGPATUMAN SA BALAOD SA


ARTA
A. Pagsunod sa Kinahanglanon sa ARTA, Isip Kustomer, 5 4 3 2 1
1. Nakita, nabasa ug nasabtan ko ang Citizens Charter
ug mga paskin/ posters sa kampanya batok sa mga
fixer sa LGU-Maramag nga gibutang sa tataw nga
mga lugar
2. Ang mga empleyado nag suot ug ID
3. Adunay Public Assistance and Complaints Desk
(PACD)
4. Giresibuhan ang kinatibuk-ang kantidad sa akong
gibayad
5. Giatiman ako bisan sa panahon sa paniudto bisan
lapas na ang alas 12 o alas 5

Aduna ka bay nakita nga problema kabahin sa nahisgutan sa unahan? Palihog isulat sa ubos:

Sa problema nga imong gisulat, unsay imong suhestyon aron kini matubag? Palihog isulat:

B. Pagpadangat sa Nahiunang mga Serbisyo , Isip 5 4 3 2 1


kustomer,
6. Nasunod ang proseso sa serbisyo nga akong
gikinahanglan
7. Ang kalidad sa serbisyo nga akong gihandom akong
nadawat
8. Wala nilapas sa gitakna nga oras ang akong
transakyon
9. Nakalista ang mga dokumento nga gipangayo kanako
10. Untop ang kantidad nga akong gibayad sa balayronon

Aduna ka bay nakita nga problema kabahin sa mga nahisgutan sa unahan? Palihog isulat sa
ubos:

Sa problema nga imong gisulat, unsay imong suhestyon alang kini matubag? Palihog isulat:
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
C. Kalidad sa Serbisyo, Isip kustomer 5 4 3 2 1
11. Timeliness/Oras
a. Giatiman ako sa walay paglangan
b. Ang akong tuyo nahuman gilayon

12. Outcome/Resulta
a. Adunay pagbati ang empleyado nga nag atiman
ug nag proseso sa akong tuyo
b. Wala ako nagbalik balik aron sa pagpausab sa
akong gi proseso

13. Knowledge and Competence/Kahibalo ug Katakus


a. Igong kaalam sa empleyado nga ng proseso sa
akong tuyo
b. Wala nag sige ug pangutana sa ubang impleyado
sa detalye sa pamaagi o proseso sa serbisyo
c. Maayong gawi ang gipakita sa ng asikaso sa
akong tuyo

14. Fairness/Pagkapatas
a. Unang niabot, unang serbisyuhan
b. Walay gipasingit sa linya
c. Patas ang pag atiman kanamo nga mga kustomers

Aduna ka bay nakita nga problema kabahin sa mga nahisgutan sa unahan? Palihog isulat sa
ubos:

Sa problema nga imong gisulat, unsay imong suhestyon aron kini matubag? Palihog isulat:

D. Pisikal nga Kahimtang sa Opisina, Isip customer, 5 4 3 2 1


akong nakita nga
Pisikal nga plastada
15. Igo ug husto ang mga giya sa direkyson
16. Dali matud-an ang mga opisina nga naghatag sa mga
nahiunang mga serbisyo
17. Limpyo ug hapsay ang mga opisina
18. Husto ang suga/kahayag ug presko ang opisina
19. Hamugaway ang mga opisina
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Basic facilities for customers
20. Limpyo nga mga kasilyas
21. Adunay lugar hulatanan
22. Adunay mga pasilidad alang sa mga mabdos, lulid ug
mga edaran

Aduna ka bay nakita nga problema kabahin sa mga nahisgutan sa unahan? Palihog isulat sa
ubos:

Sa problema nga imong gisulat, unsay imong suhestyon aron kini matubag? Palihog isulat:

E. Kinatibuk-ang Pagbati, isip kustomer 5 4 3 2 1

23. Malipayon ako nga mibiya sa opisina human ang


akong opisyal nga transakyon

Aduna ka bay nakita nga problema kabahin sa mga nahisgutan sa unahan? Palihog isulat sa
ubos:

Sa problema nga imong gisulat, unsay imong suhestyon aron kini matubag? Palihog isulat:

2. KUSOG UG KAHUYANG SA PAGPATUMAN SA ARTA

Palihog tseke () ang tanang imong gituuhan nga mga kusog ug kahuyang sa
pagpatuman sa ARTA sa LGU-Maramag as mga musunod nga aspeto.

A. Kaligdong/Pagkamatinud-anon
KUSOG KAHUYANG
1. Kaalam sa mga empleyado 1. Kakulangon sa pagsabot sa balaod
2. pamaagi sa paghatag ug 2. Prinsipyo ug batasan sa mga
komento,suhisyon sa empleyado
implementasyon sa ARTA
3. Batasan sa mga empleyado 3. Batasan sa mga customer
4. Batasan sa mga customers 4. nakalain-laing tumong ug
panglantaw
5. Kahibalo sa mga kustomer 5. kakulangon sa kahibalo sa mga
kabahin sa probisyon sa ARTA kustomer kabahin sa ARTA
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Uban pa, palihog isulat Uban pa, palihog isulat
1. 1.
2. 2.
3. 3.

B. Tulubagon/Responsibilidad
KUSOG KAHUYANG
1. Adunay opisyal nga mamirma sa 1. Walay gitahasan nga mag pirma sa
mga dokumento opisyal nga dokumento
2. Dekalidad nga serbisyo 2. walay responsible nga mga
empleyado
3. Pagtubag sa mga reklamo diha 3. 3. kakulangon sa gidaghanon sa
diha empleyado
4. Masaligan ug makanunayong 4. 4. huyang nga sistema sa
serbisyo pagpadangat sa reklamo
5. Paghatag sa hustong 5. kulang nga pagpadangat sa
impormasyon impormasyon
Uban pa, palihog isulat Uban pa, palihog isulat
1. 1.
2. 2.
3. 3.

C. Hustong pagdumala sa kalihukan ug propredad sa publiko


KUSOG KAHUYANG
1. suporta sa nagdumala ug 1. Pagkatawhanon sa mga empleyado
kadagkuan
2. pagpakunhod sa mga galastuhan 2. problema sa sistema ug proseso
3. Gipaskin nga mga pamaagi ug 3. Dili klaro nga mga paskin sa
proseso pamaagi ug proseso
4. PACD nga adunay Officer of the 4. PACD nga walay nag duty
day
5. Paglimita sa mag pirma sa mga 5. Kadaghanon sa mag pirma sa mga
aplikasyon sama sa business aplikasyon
permit ug uban pa
Uban pa, palihog isulat Uban pa, palihog isulat
1. 1.
1. 2.
2. 3.

Daghan kaayong salamat sa imong pagtubag sa mga pangutana.


Maayong Adlaw!
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
APPENDIX B SURVEY QUESTIONNAIRE (EMPLOYEE-RESPONDENTS)

QUESTIONNAIRE ON THE IMPLEMENTATION OF ARTA OF 2007: THE CASE


OF LGU-MARAMAG
(For Frontline Employees)

Part I. Demographic Data

Name (Optional) _____________________ Gender ___________________


Position ____________________ Age __________________
Office ____________________
Years in Service ____________________

Part II. ARTA Implementation

Please rate the extent of implementation of the ARTA Law of LGU-Maramag using the
following criteria:

Rating Qualitative Description Qualifying Phrase

5 VERY MUCH implemented ALL THE TIME (9-10 of 10 instances)


VERY SATISFIED
STRONGLY AGREE
4 MUCH implemented MOST OF THE TIME (7-8 of 10
SATISFIED instances)
AGREE
3 IMPLEMENTED SOMETIMES (5-6 of 10 instances)
UNDECIDED
DONT KNOW
2 LESS implemented LESS IMPLEMENTED MOST OF THE
DISSATISFIED TIME (3-4 of 10 situations)
DISAGREE
1 UNIMPLEMENTED NOT IMPLEMENTED AT ALL (0-2 of
VERY DISSATISFIED 10 situations)
STRONGLY DISAGREE

3.Extent of Implementation of ARTA Law RATING


F. Compliance to ARTA Provisions 5 4 3 2 1
As a frontline employee, I
24. Adhere to the Citizens Charter and advocate the
anti-fixer campaign in delivering frontline services
to the customers
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
25. Wear ARTA-prescribed office ID
26. Man the Public Assistance and Complaints Desk as
Officer of the Day as scheduled (for permanent
employees only)/Observed PACD manned by an OD
27. Issue Official Receipts/or its equivalent for
payments received (for collectors)/Observed that
Official Receipts are issued for all payments
received
28. Adhere to the no noon break policy and attended
to customers even after official work hours

Problem/s encountered in this area:

Suggested intervention/s to address the problem:

G. Frontline Service Delivery 5 4 3 2 1


As a frontline employee, I
29. Follow step-by-step procedure in delivering frontline
service
30. Observe the service standards in each step
31. Complied the maximum time to conclude the
process
32. Require only the documents listed in the Charter
33. Collect only the exact amount of necessary fees (if
applicable)/no extra payment

Problem/s encountered in this area:

Suggested intervention/s to address the problem:

H. Service Quality 5 4 3 2 1
As a frontline employee, I
34. Timeliness
a. Immediately attend to customers
b. Ensure that transactions end on time
35. Outcome
a. Care of the output of service that customers
received
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
b. Outputs do not need revision
36. Knowledge and Competence
d. Extensive knowledge and skill in delivering
frontline service
e. Do not ask help or questions from colleagues
f. demonstrate good attitude in the course of
service delivery
37. Fairness
d. follow the first come, first serve basis
e. Do not allow insertion in waiting lines
f. Treat customers fairly

Problem/s encountered in this area:

Suggested intervention/s to address the problem:

I. Physical Working Condition 5 4 3 2 1


As a frontline employee, I consider compliance on the
following areas
Physical Set-up
38. Signages/direction guides for customers sufficient
and correct
39. Accessibility of offices providing frontline services
40. Cleanliness of office premises
41. Orderliness of work areas
42. Appropriate lighting and ventilation of offices
43. Customer-friendly lay-out of offices
Basic facilities for customers
44. Comfort rooms
45. Waiting area
46. Facilities for pregnant women, persons with
disability and the elderly

Problem/s in these areas:

Suggested intervention/s to address the problem/s:


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
J. Over-all Satisfaction 5 4 3 2 1
As a frontline employee, I

47. See contentment /satisfaction on the faces of my


customers

Problem/s in this area:

Suggested intervention/s to address the problem/s:

4.Strengths and Weaknesses of the ARTA Implementation

Please check statement/s you consider as the strengths and weaknesses of the LGU in its
ARTA Implementation in the areas of:

D. Integrity/honesty
Strength Weakness
1. Knowledge of employees 1. Lack of knowledge on the law
2. Available feedback mechanism 2. Attitude and principles of employees
3. Attitude of employees 3. attitude of customers
4. Attitude of customers 4. varying views and opinions and
personal agenda
5. Awareness of customers on the 5. lack of understanding of customers on
provisions of ARTA ARTA

Others, please specify Others, please specify


1. 1.
2. 2.
3. 3.

E. Accountability/responsibility
Strength Weakness
1. Available signatory for official 1. No designated signatory for official
documents documents
2. Quality service 2. lack of responsible employees
3. Outright action to complaints 3. undermanned offices
4. Reliable and consistent service 4. weak feedback mechanism
5. Right information at right time 5. lack of information dissemination
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Others, please specify Others, please specify
1 1
2 2
3 3

F. Proper management of public affairs and public properties


Strength Weakness
1. support of top management 1. Leniency of employees
2. implementation of cost cutting 2. existing systems and procedures
measures
3. Posted process flows of services 3. ambiguous postings on process flows
4. PACD manned by responsible 4. No OD at PACD
Officer of the day
5. Reduction in number of signatories 5. Number of signatories for
for applications applications

Others, please specify Others, please specify


1 1
2 2
3 3

Thank you very much for your cooperation.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
APPENDIX C GUIDE QUESTIONS FOR UNSTRUCTURED INTERVIEWS AND

KII

Frontline Employees:

1. As LGU-Maramag employee, do you consider yourself responsible to the citizens of

Maramag?

2. Do you think quality of service delivery affects how the general public sees Maramag

as a government office?

3. How do you understand ARTA?

4. Do you think ARTA Implementation of LGU-Maramag contributed to the efficiency

and effectiveness of LGU-Maramags frontline service? How? In what way?

5. On a general perspective, do you believe ARTA is a measure that can fully address

red tape in government offices? Why?

Frontline Customers:

1. As a citizen of Maramag, do you consider LGU-Maramag employees responsible to

you and to the citizens of Maramag?

2. Does quality of service delivery affects how you see Maramag as a government office

you think?

3. How do you understand ARTA?

4. Do you think ARTA Implementation of LGU-Maramag contributed to the efficiency

and effectiveness of LGU-Maramags frontline service? How? In what way?

5. On a general perspective, do you believe ARTA is a measure that can fully address

red tape in government offices? Why?


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Key Informants Interview: ARTA Focal Person

1. Insofar as the ARTA Implementation, what has the LGU done in compliance to the

provisions of the law?

2. What do you think is the extent of implementation on the following areas:

a. Compliance of ARTA provisions

i. Citizens Charter
ii. Anti-fixer campaign
iii. ID
iv. PACD
v. No hidden cost
vi. No noon break
b. Frontline service delivery

c. Service quality

d. Physical working condition

e. Over-all satisfaction

f. Can you see problems in these areas? What are these and what do you suggest

the LGU do to address these problems?

3. What do you think are the strengths, weaknesses, opportunities and threats of the

LGU-Maramag ARTA implementation in terms of:

a. Integrity/honesty

b. Accountability/responsibility

c. Proper management of public affairs and public properties

4. Do you think LGU-Maramag has best practice/s in its ARTA Implementation?


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
APPENDIX D LETTER TO HON. JOSE V. OBEDENCIO, MUNICIPAL VICE

MAYOR/ACTING MUNICIPAL MAYOR


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APPENDIX E LETTER TO MR. FRANCISCO Y. CIPRIANO, MPDC
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APPENDIX F Letter to Ms. Florence A. Waban, LGOO V
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APPENDIX G-1 VALIDATION OF INSTRUMENTS
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APPENDIX G-2 VALIDATION OF INSTRUMENTS
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
APPENDIX H BACKGROUND OF THE MUNICIPALITY OF MARAMAG

Historical Background

Cultural Background

Maramag derived its name from Ag Ramag a contracted Manobo term for Ag

Ramag Ki Dini, which if freely translated means LET US EAT OUR BREAKFAST

HERE. The story goes that the Manobos were constantly in skirmish with the Maranaos for

supremacy over the locality. On the bank of the PulangiRiver, before going to battle, they

would eat their breakfast atop the large flat stones that abound in the area. Each time set for

battle, they would stop on the place, draw their plans, and have their meals. The place was

really nice as it offers a nearly level area, with the flat stones serving as tables and near the

river where one can simply wash their hands before taking in some food. The waters were

also enticing where one can bathe and rest before or after the skirmishes. The practice

became common that even in times of peace and as a sign of good faith, these lumads or

natives or early settlers even invite others who happen to pass by to partake meals with them

in much the same was as Maramag was equated to a picnic ground where one can rest and

take meals as short respite from either the travel, the trekking, the hunting and trapping or

from battle.

Through the years, even Christians (referred to as dumagats) started to come and

settle near the place. They too would stop and eat their meals on these big flat stones during

their hunting trips or as they travel on foot from one valley to another. As more and more

Christian settled in, the place become more commonly called as Maramag a homonym or a

contraction of the original Manobo term Ag Ramag.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
In recognition to our lumads or natives who were the early settlers in the

community, an Annual Celebration of KahalawanTeSebseb (Festival of Springs) is

celebrated. It is a weeklong celebration which commence with a Pamuhat or Rituals, a one-

day activity that shows off the ancient practices and beliefs of the Maramagnons before

Christian settlers arrived.

The highlights of the celebration is a unique street dancing competition, music and

dance theatre competition depicting myths, folklore and folktales of spring sources of

Maramag, Bukidnon.

Political Background

The political history of the municipality traces back when the late Deputy Governor

Cenon R. Paulican averred that people from different parts of the country began settling in

Maramag sometime in 1916. Years later, the people informally elected a leader among them

as the incipient local government started to take form. They called their leaders Captain.

These leaders normally remained in office for as long as their political abilities and

faithfulness to duty would allow, Monarchial in so many ways although an election process

was taking place. This system prevailed up to the Second World War.

In 1945, the first appointed Mayor was put in place to head the Municipal

Government followed by two (2) others. It was a year after July 12, 1946 that the

municipality became the host of the premiere agricultural school in Mindanao (now the

Central Mindanao University) when it was transferred from Managok, Malaybalay,

Bukidnon to Musuan, a sitio of Barangay Dologon.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
In 1951, the first election for the Municipal Mayor was held while the election for the

members of the Barrio Council was held in 1955 from then on ten (10) other Municipal

Mayors were either elected or appointed as follows:

INCLUSIVE
MAYOR VICE-MAYOR STATUS
DATE
1. Hon. Gil Pabilona Hon. Juan Bento Appointed
1945-1946
2. Hon. RoqueTigbabao Hon. Juan Bento Appointed
1946-1947
3. Hon. Celso S. Miquiabas Hon. CatalinoSalicubay Appointed
1947-1949
4. Hon. Celso S. Miquiabas Hon. EstanislaoDatu Appointed
1949-1950
5. Hon. Condrado Hon. Toribio M. Balistoy Elected
1951-1966
Micayabas, Sr.
Hon. EustaquioLedesma Elected
1966-1970
Hon. Toribio M. Balistoy Elected
1970-1971
6. Hon. Dennison S. Asok Hon. Toribio M. Balistoy Elected
1971-1972
Hon. Conrado G. Micayabas, Jr. Elected
1972-1979
Hon. Toribio M. Balistoy Elected
1980-1986
7. Hon. Celso S. Miquiabas Hon. Ernesto P. Roa Appointed
1986-1987
8. Hon. Precioso V. Hon. Telesforo Q. Santos, Jr. Appointed Dec. 2, 1987-
Abellanosa, Sr. Feb. 2, 1988
9. Hon. Celso S. Miquiabas Hon. Antonio S. Doromal Elected Feb. 3, 1988-
June 30, 1992
10. Hon. Antonio S. Doromal Hon. Jose V. Obedencio Elected July 1992-June
30,2001
11. Hon. Jose V. Obedencio Hon. Alicia P. Resus Elected July 1,2001-
June 30, 2010
12. Hon. Alicia Paulican- Hon. Jose V. Obedencio Elected July 1, 2010-to
Resus date

On July 1, 1956 Maramag was formally created as a municipality through Executive

Order No. 272 issued by President Carlos P. Garcia. The Poblacion of Maramag then was
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
located in Barangay Base Camp, which is three (3) kilometers away from the Poblacion of

today. After World War II and upon the completion of the Sayre Highway, people started to

move along the highway in a linear then nodal fashion and later concentrically forming the

present Poblacion, composed of Barangays North and South Poblacion.

In 1935, the municipal boundaries of Maramag with Pangantucan and Kibawe were

established by then Deputy Governor Cenon R. Paulican. In the late sixties, Maramag forged

a Memorandum of Agreement with then Valencia, Bukidnon to establish the common

boundaries at Lumbo Creek. The municipalities of Don Carlos and Quezon were also once

part of Maramag and their organization as separate municipalities reduced the municipal area

to its present 52,198.98 hectares.

The seat of the local government of Maramag was once in North Poblacion but due to

its limited area, the local government decided to transfer at Barangay Anahawon. The old

government site is now converted into a Municipal Park dubbed as the Peoples Park.

Geographical Location

Maramag is an inland municipality approximately 142 kilometers southeast of

Cagayan de Oro City, around 51 kilometers south of Malaybalay City, the Provincial Capital

of Bukidnon and 156 kilometers from Davao City. The municipality is strategic in location

since it can be reached through any of the cities mentioned, aside from Kibawe, which should

connect it to the Cotabato provinces via the Carmen Bridge over the Rio Grande de

Mindanao, as Pulangui River is known in those parts. It is bounded on the north and

northeastern by the municipality of Valencia; on the east by the municipality of Quezon; on

the south by the municipality of Don Carlos; and on the west by the municipality of
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Pangantucan, all within the province of Bukidnon (Figure 1). Surrounding Maramag are

mountain ranges of Mt. Kilakron and Mt. Kalatungan, and on the east, west, and southeast by

the Pulangui, Baguic-ican and Maramag Rivers. Among its important landmarks are the

Adtuyon Plateau and the Musuan Peak, at the base of which lies the well-known Central

Mindanao University (CMU), a state-owned university at Musuan, Dologon, Maramag,

Bukidnon wherein the Philippine CarabaoCenter (PCC) is also confined within its premises.

The location of the Municipality of Maramag is within geographic coordinates of 7

41 to 758 north latitude and 12447 to 125 15 east longitude.

Political Subdivision and Land Area

Maramag is politically subdivided into twenty (20) barangays with a total land area of

52,198.98 hectares. Barangay Kuya is the biggest barangay which occupies 15.62 percent or

8,155.45 hectares of the total land area of the municipality, followed by barangay

Dagumbaan with an area of 5,958 hectares or accounting to 11.41 percent and barangays

Base Camp and Danggawan with land areas 5,074.52 and 5,070.69 hectares, respectively.

These four (4) barangays already account for 46.47 percent of the total land area of the

municipality. Barangay Anahawon and Tubigon cover 1.07 and 1.08 percent of the

municipality or equivalent to 556.46 and 562.56 hectares respectively.

Maramag is politically subdivided into twenty (20) barangays with a total land area of

52,198.98 hectares. Barangay Kuya is the biggest barangay which occupies 15.62 percent or

8,155.45 hectares of the total land area of the municipality, followed by barangay

Dagumbaan with an area of 5,958 hectares or accounting to 11.41 percent and barangays

Base Camp and Danggawan with land areas 5,074.52 and 5,070.69 hectares, respectively.
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
These four (4) barangays already account for 46.47 percent of the total land area of the

municipality. Barangay Anahawon and Tubigon cover 1.07 and 1.08 percent of the

municipality or equivalent to 556.46 and 562.56 hectares respectively.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

Location Map of Maramag


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I PICTURES

(Top): Front view of the Municipal Building of LGU-Maramag. (Bottom-Left): Main


Entrance. (Bottom-Right): Main Exit Door
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LGU-Maramag Performance and Commitment Pledges located at the ground floor

Anti-fixer campaign publications


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No smoking sign No noon break signage

Entrance Door of the MPDO Directional guide


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Directional guides

Bulletin containing the List of Frontline Services of the offices of the LGU

Bulletin of the list of frontline services of the LGU offices


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List of frontline services of the MEO

List of requirements Process flow chart


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List of requirements and process flow chart of MBO

Workflow of services offered by the MTO


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Public Assistance and Complaints Desk manned by responsible employee

Comfort room for men at the 2nd Floor Stairs going down
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J CORRELATIONS AND RELIABILITY TESTS RESULTS

Correlations
C:\Program Files\SPSS\masucol employee.sav

Correlations

s1 s2 s3 s4 s5 total
s1 Pearson Correlation 1 .371* .381* .683** .509** .599**
Sig. (2-tailed) .044 .038 .000 .004 .000
N 30 30 30 30 30 30
s2 Pearson Correlation .371* 1 .403* .610** .426* .533**
Sig. (2-tailed) .044 .027 .000 .019 .002
N 30 30 30 30 30 30
s3 Pearson Correlation .381* .403* 1 .378* .297 .479**
Sig. (2-tailed) .038 .027 .039 .111 .007
N 30 30 30 30 30 30
s4 Pearson Correlation .683** .610** .378* 1 .730** .690**
Sig. (2-tailed) .000 .000 .039 .000 .000
N 30 30 30 30 30 30
s5 Pearson Correlation .509** .426* .297 .730** 1 .647**
Sig. (2-tailed) .004 .019 .111 .000 .000
N 30 30 30 30 30 30
total Pearson Correlation .599** .533** .479** .690** .647** 1
Sig. (2-tailed) .000 .002 .007 .000 .000
N 30 30 30 30 30 30
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).

Correlations

s6 s7 s8 s9 s10 total
s6 Pearson Correlation 1 .772** .710** .767** .669** .783**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
s7 Pearson Correlation .772** 1 .733** .797** .520** .709**
Sig. (2-tailed) .000 .000 .000 .003 .000
N 30 30 30 30 30 30
s8 Pearson Correlation .710** .733** 1 .751** .566** .807**
Sig. (2-tailed) .000 .000 .000 .001 .000
N 30 30 30 30 30 30
s9 Pearson Correlation .767** .797** .751** 1 .753** .751**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
s10 Pearson Correlation .669** .520** .566** .753** 1 .624**
Sig. (2-tailed) .000 .003 .001 .000 .000
N 30 30 30 30 30 30
total Pearson Correlation .783** .709** .807** .751** .624** 1
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
**. Correlation is significant at the 0.01 level (2-tailed).
119
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Correlations

s11a s11b s12a s12b s13a total


s11a Pearson Correlation 1 .555** .467** .193 .385* .630**
Sig. (2-tailed) .001 .009 .306 .035 .000
N 30 30 30 30 30 30
s11b Pearson Correlation .555** 1 .571** .611** .696** .693**
Sig. (2-tailed) .001 .001 .000 .000 .000
N 30 30 30 30 30 30
s12a Pearson Correlation .467** .571** 1 .509** .584** .746**
Sig. (2-tailed) .009 .001 .004 .001 .000
N 30 30 30 30 30 30
s12b Pearson Correlation .193 .611** .509** 1 .656** .629**
Sig. (2-tailed) .306 .000 .004 .000 .000
N 30 30 30 30 30 30
s13a Pearson Correlation .385* .696** .584** .656** 1 .713**
Sig. (2-tailed) .035 .000 .001 .000 .000
N 30 30 30 30 30 30
total Pearson Correlation .630** .693** .746** .629** .713** 1
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).

Correlations

s13b s13c s14a s14b s14c total


s13b Pearson Correlation 1 .375* .102 .054 .100 .289
Sig. (2-tailed) .041 .592 .777 .599 .122
N 30 30 30 30 30 30
s13c Pearson Correlation .375* 1 .410* .315 .457* .662**
Sig. (2-tailed) .041 .025 .090 .011 .000
N 30 30 30 30 30 30
s14a Pearson Correlation .102 .410* 1 .760** .952** .857**
Sig. (2-tailed) .592 .025 .000 .000 .000
N 30 30 30 30 30 30
s14b Pearson Correlation .054 .315 .760** 1 .714** .683**
Sig. (2-tailed) .777 .090 .000 .000 .000
N 30 30 30 30 30 30
s14c Pearson Correlation .100 .457* .952** .714** 1 .826**
Sig. (2-tailed) .599 .011 .000 .000 .000
N 30 30 30 30 30 30
total Pearson Correlation .289 .662** .857** .683** .826** 1
Sig. (2-tailed) .122 .000 .000 .000 .000
N 30 30 30 30 30 30
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
120
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Correlations

s15 s16 s17 s18 s19 total


s15 Pearson Correlation 1 .516** .429* .329 .456* .627**
Sig. (2-tailed) .004 .018 .076 .011 .000
N 30 30 30 30 30 30
s16 Pearson Correlation .516** 1 .573** .468** .592** .757**
Sig. (2-tailed) .004 .001 .009 .001 .000
N 30 30 30 30 30 30
s17 Pearson Correlation .429* .573** 1 .750** .719** .780**
Sig. (2-tailed) .018 .001 .000 .000 .000
N 30 30 30 30 30 30
s18 Pearson Correlation .329 .468** .750** 1 .508** .628**
Sig. (2-tailed) .076 .009 .000 .004 .000
N 30 30 30 30 30 30
s19 Pearson Correlation .456* .592** .719** .508** 1 .803**
Sig. (2-tailed) .011 .001 .000 .004 .000
N 30 30 30 30 30 30
total Pearson Correlation .627** .757** .780** .628** .803** 1
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).

Correlations

s20 s21 s22 s23 total


s20 Pearson Correlation 1 .296 .271 .244 .777**
Sig. (2-tailed) .112 .148 .193 .000
N 30 30 30 30 30
s21 Pearson Correlation .296 1 .534** .559** .467**
Sig. (2-tailed) .112 .002 .001 .009
N 30 30 30 30 30
s22 Pearson Correlation .271 .534** 1 .671** .482**
Sig. (2-tailed) .148 .002 .000 .007
N 30 30 30 30 30
s23 Pearson Correlation .244 .559** .671** 1 .420*
Sig. (2-tailed) .193 .001 .000 .021
N 30 30 30 30 30
total Pearson Correlation .777** .467** .482** .420* 1
Sig. (2-tailed) .000 .009 .007 .021
N 30 30 30 30 30
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

Reliability
Scale: ALL VARIABLES
Case Processing Summary

N %
Cases Valid 30 100.0
Reliability Statistics
Excludeda 0 .0
Total 30 100.0 Cronbach's
a. Listwise deletion based on all Alpha N of Items
variables in the procedure. .949 29

Correlations
C:\Program Files\SPSS\masucol customer.sav

Correlations

s1 s2 s3 s4 s5 total
s1 Pearson Correlation 1 -.034 .140 .371* .440* .085
Sig. (2-tailed) .860 .460 .044 .015 .655
N 30 30 30 30 30 30
s2 Pearson Correlation -.034 1 .234 .275 .337 .433*
Sig. (2-tailed) .860 .214 .142 .069 .017
N 30 30 30 30 30 30
s3 Pearson Correlation .140 .234 1 .492** .341 .372*
Sig. (2-tailed) .460 .214 .006 .065 .043
N 30 30 30 30 30 30
s4 Pearson Correlation .371* .275 .492** 1 .362* .234
Sig. (2-tailed) .044 .142 .006 .049 .212
N 30 30 30 30 30 30
s5 Pearson Correlation .440* .337 .341 .362* 1 .529**
Sig. (2-tailed) .015 .069 .065 .049 .003
N 30 30 30 30 30 30
total Pearson Correlation .085 .433* .372* .234 .529** 1
Sig. (2-tailed) .655 .017 .043 .212 .003
N 30 30 30 30 30 30
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
122
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
C:\Program Files\SPSS\masucol customer.sav

Correlations

s6 s7 s8 s9 s10 total
s6 Pearson Correlation 1 .692** .604** .572** .351 .405*
Sig. (2-tailed) .000 .000 .001 .057 .027
N 30 30 30 30 30 30
s7 Pearson Correlation .692** 1 .631** .567** .567** .555**
Sig. (2-tailed) .000 .000 .001 .001 .001
N 30 30 30 30 30 30
s8 Pearson Correlation .604** .631** 1 .647** .431* .639**
Sig. (2-tailed) .000 .000 .000 .017 .000
N 30 30 30 30 30 30
s9 Pearson Correlation .572** .567** .647** 1 .333 .522**
Sig. (2-tailed) .001 .001 .000 .072 .003
N 30 30 30 30 30 30
s10 Pearson Correlation .351 .567** .431* .333 1 .470**
Sig. (2-tailed) .057 .001 .017 .072 .009
N 30 30 30 30 30 30
total Pearson Correlation .405* .555** .639** .522** .470** 1
Sig. (2-tailed) .027 .001 .000 .003 .009
N 30 30 30 30 30 30
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).

C:\Program Files\SPSS\masucol customer.sav


Correlations

s11a s11b s12a s12b s13a total


s11a Pearson Correlation 1 .615** -.011 -.065 .279 .375 *
Sig. (2-tailed) .000 .954 .739 .142 .045
N 29 29 29 29 29 29
s11b Pearson Correlation .615** 1 -.078 .148 .251 .561**
Sig. (2-tailed) .000 .689 .444 .189 .002
N 29 29 29 29 29 29
s12a Pearson Correlation -.011 -.078 1 .227 -.078 -.165
Sig. (2-tailed) .954 .689 .237 .687 .393
N 29 29 29 29 29 29
s12b Pearson Correlation -.065 .148 .227 1 .161 .505 **
Sig. (2-tailed) .739 .444 .237 .403 .005
N 29 29 29 29 29 29
s13a Pearson Correlation .279 .251 -.078 .161 1 .433 *
Sig. (2-tailed) .142 .189 .687 .403 .019
N 29 29 29 29 29 29
total Pearson Correlation .375 * .561** -.165 .505** .433 * 1
Sig. (2-tailed) .045 .002 .393 .005 .019
N 29 29 29 29 29 30
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
C:\Program Files\SPSS\masucol customer.sav

Correlations

s13b s13c s14a s14b s14c total


s13b Pearson Correlation 1 .550 ** .497 ** .197 .160 .528 **
Sig. (2-tailed) .002 .006 .305 .408 .003
N 29 29 29 29 29 29
s13c Pearson Correlation .550 ** 1 .674 ** .543 ** .126 .564 **
Sig. (2-tailed) .002 .000 .002 .513 .001
N 29 29 29 29 29 29
s14a Pearson Correlation .497** .674** 1 .498** .262 .579**
Sig. (2-tailed) .006 .000 .006 .170 .001
N 29 29 29 29 29 29
s14b Pearson Correlation .197 .543 ** .498 ** 1 .395 * .546 **
Sig. (2-tailed) .305 .002 .006 .034 .002
N 29 29 29 29 29 29
s14c Pearson Correlation .160 .126 .262 .395* 1 .713**
Sig. (2-tailed) .408 .513 .170 .034 .000
N 29 29 29 29 29 29
total Pearson Correlation .528 ** .564 ** .579 ** .546 ** .713 ** 1
Sig. (2-tailed) .003 .001 .001 .002 .000
N 29 29 29 29 29 30
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).

C:\Program Files\SPSS\masucol customer.sav

Correlations

s15 s16 s17 s18 s19 total


s15 Pearson Correlation 1 .667 ** .284 .351 .599** .482**
Sig. (2-tailed) .000 .128 .058 .000 .007
N 30 30 30 30 30 30
s16 Pearson Correlation .667** 1 .356 .435* .590** .468**
Sig. (2-tailed) .000 .054 .016 .001 .009
N 30 30 30 30 30 30
s17 Pearson Correlation .284 .356 1 .775** .353 .408*
Sig. (2-tailed) .128 .054 .000 .056 .025
N 30 30 30 30 30 30
s18 Pearson Correlation .351 .435* .775** 1 .503** .494**
Sig. (2-tailed) .058 .016 .000 .005 .006
N 30 30 30 30 30 30
s19 Pearson Correlation .599 ** .590 ** .353 .503** 1 .523**
Sig. (2-tailed) .000 .001 .056 .005 .003
N 30 30 30 30 30 30
total Pearson Correlation .482** .468** .408* .494** .523** 1
Sig. (2-tailed) .007 .009 .025 .006 .003
N 30 30 30 30 30 30
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
C:\Program Files\SPSS\masucol customer.sav

Correlations

s20 s21 s22 total


s20 Pearson Correlation 1 .460* .089 .378*
Sig. (2-tailed) .011 .645 .039
N 30 30 29 30
s21 Pearson Correlation .460* 1 .483** .176
Sig. (2-tailed) .011 .008 .353
N 30 30 29 30
s22 Pearson Correlation .089 .483** 1 .100
Sig. (2-tailed) .645 .008 .607
N 29 29 29 29
total Pearson Correlation .378* .176 .100 1
Sig. (2-tailed) .039 .353 .607
N 30 30 29 30
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).

Reliability
C:\Program Files\SPSS\masucol customer.sav

Scale: ALL VARIABLES

Case Processing Summary

N %
Cases Valid 28 93.3 Reliability Statistics
Excludeda 2 6.7
Total 30 100.0 Cronbach's
a. Listwise deletion based on all Alpha N of Items
variables in the procedure. .907 28
125
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
CURRICULUM VITAE

Name : LUZEL SALPID-MASUCOL


Course : Master in Public Administration
Major : Local Governance

Title of Paper : IMPLEMENTATION OF THE


ANTI-RED TAPE ACT OF
2007: THE CASE OF LGU-
MARAMAG
Personal Details

Date of Birth : December 22, 1979


Place of Birth : Kisanday, Maramag, Bukidnon
Home Address : Purok 3, Kisanday, Maramag, Bukidnon
Parents
Father : Gerondio Galendez Salpid
Mother : Lydia SalvaGalon (deceased)
Spouse : Jonas Opada Masucol
Children : Jana Lou S. Masucol
Janus S. Masucol
Juliana S. Masucol

Educational Background

Graduate : Master of Science in Soil Science (units) - 2001-2002


Central Mindanao University

Tertiary : Bachelor of Science in Agriculture (Soil Science) - 1997-2001


Central Mindanao University

Secondary : Central Mindanao University High School - 1993-1997

Elementary : Kisanday Elementary School - 1987-1993

Eligibility : PD 907 (Honor Graduate)

Work Experience

Present Position : Municipal Government Department Head I


(Human Resource Management Officer V)

Agency : Local Government Unit of Maramag, Bukidnon


MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

IMPLEMENTATION OF THE ANTI-RED TAPE ACT OF 2007:


THE CASE OF LGU-MARAMAG

A THESIS

Presented to the Graduate School Faculty of


College of Policy Studies, Education and Management
Mindanao University of Science and Technology
Cagayan de Oro City, Philippines

In Partial Fulfillment
of the Requirements for the Degree
MASTER IN PUBLIC ADMINISTRATION
Major in Local Governance

LUZEL SALPID-MASUCOL

February 2014
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

APPROVAL SHEET

In partial fulfillment of the requirement for the degree Master in Public


Administration major in Local Governance, this thesis Entitled Implementation of Anti-Red
Tape Act of 2007: The Case of LGU-Maramag, prepared and submitted by Luzel Salpid-
Masucol, is hereby recommended for approval.

MONTANO F. SALVADOR, DPA


Adviser
PANEL OF EXAMINERS

Approved by the Committee on Oral Examination with a rating of Very Satisfactory.

TEOFISTA BARTOLOME, Ph.D. SOCORRO M. IBONIA


Member Member

MONTANO F. SALVADOR, DPA FILIPINO O. AMOGUIS


Member Member

ESTRELLA F. PEREZ, DALL


Adviser

Accepted and approved in partial fulfillment of the requirements for the degree
MASTER IN PUBLIC ADMINISTRATION MAJOR IN LOCAL GOVERNANCE.

ESTRELLA F. PEREZ, DALL


Dean, CPSEM

January 31, 2014


Date of Final Defense

ii
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

ABSTRACT

This case study evaluated in-depth the implementation of Anti-red Tape Act of 2007

in the Local Government Unit of Maramag.

Researcher-made survey questionnaires and key informants interview were used to

gather data from 93 frontline service providers of the LGU and 30 randomly selected

customers.

The results revealed the favorable assessment by both the customers and employees

on the implementation of ARTA of 2007 in the LGU of Maramag with customer assessments

generally one level lower than that of the employees. As for the strengths and weaknesses of

ARTA implementation, for integrity/honesty, knowledge of the employees came out as the

number one strength and the lack of understanding of customers on ARTA and the attitude of

customers were the primary weak points in this area. For accountability/responsibility,

reliable and consistent service and right information at the right time as identified by the

customers and quality service as assessed by employees were the major strengths. The

absence of designated signatory for official documents and undermanned offices as assessed

by customers and the weak feedback mechanism identified by employees were the top

weaknesses in this context. For proper management of public affairs and properties, support

of top management and the factor on existing systems and procedures were shared by both

the customers and employees as the strength and weakness, respectively. The problems

encountered by the respondents were: manning of the PACD; lack of documentary

requirements; lengthy processing time; cleanliness of comfort rooms; lack of ramp for

differently-abled persons. Their proposed interventions were: ODs be required to man the
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
PACD with no substitution; manning PACD be opened for job orders; listing and posting

outside the offices; possibility of hastening the process of service delivery; regular

maintenance and monitoring of the cleanliness and the conduct of orientation for Utility

Workers and the transfer of supervision to the General Services Office were recommended.

Based on the findings, it was apt to conclude that the LGU-Maramag adhered and

implemented the provisions of ARTA of 2007 and the customers were generally satisfied.

Recommendations of the study include: conduct of an annual stakeholders forum and

information campaign on ARTA implementation to increase the level of understanding

among customers particularly at the grassroots; sustained implementation of the new

organizational structure and staffing pattern of the LGU to boost the number of responsible

employees; offices to conduct thorough evaluation and assessment on adherence ARTA of

2007 in all the indicators of its implementation leading to the reengineering of systems and

procedures and updating of the Citizens Charter of the agency. Moreover, the strengthening

of feedback and redress mechanism by encouraging customers to give feedback and requiring

ODs to have at least twenty (20) feedback forms filled by customers at the end of the day can

serve as internal monitoring of the effectiveness of the LGUs ARTA implementation.

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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

ACKNOWLEDGMENT

The researcher conveys sincere gratitude to all who have been influential in making

the study possible:

Dr. Estrella F. Perez, Dean of the College of Policy Studies, Education and

Management (CPSEM) for her active support as the internal adviser;

Dr. Teofista Batolome and Prof. Filipino O. Amoguis, members of the panel for their

valuable contribution; Prof. Socorro M. Ibonia, a panel member who also shared her

expertise in statistics;

Dr. Montano F. Salvador, an adviser and a mentor for his esteemed support and

respected diligence in guiding and coaching the researcher throughout the conduct of the

study;

Dir. Ofelia Sibayan-Salvador and Ms. Lilia L. Baliguat of the Civil Service

Commission and Mrs. Corazon A. Pates for their encouragement;

Mr. Francisco Y. Cipriano, Jr., MPDC and Ms. Florence A. Waban, LGOO V for

their expertise in evaluating the researcher-made questionnaires;

Mayor Alicia Paulican-Resus of LGU-Maramag for her support to the researchers

endeavor in forwarding personal growth and building competencies;

Vice Mayor Jose V. Obedencio of LGU-Maramag for allowing the conduct of the

study in the LGU;

Heads of Offices, LGU-Maramag frontline service providers and customers for

providing honest responses in the conduct of the study;

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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
HRM Office staff Gelai, Tintin and Greg and OJT John for their technical assistance

and support in the administration of the survey questionnaires;

The men and women of the Municipal Planning and Development Office for their

support; and Mr. and Mrs. Jeffrey and Sharon Juan, for their admired assistance

notwithstanding time element;

Her husband Jonas, daughters Jana and Sab and son jap for their love and inspiration;

Her father Geron, brothers Nally and Renie and sisters Vemie and Lucy, sisters and

brothers in-law, nieces and nephews for their support and prayers; her late mother Lydia

whos always been an inspiration;

Everyone the researcher failed to mention who have been instrumental in the success

of the study;

Above all, to the Almighty Father for allowing this to happen in His perfect time.

-LSM-

vi
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

TABLE OF CONTENTS

Page
TITLE PAGE i
APPROVAL SHEET ii
ABSTRACT iii
ACKNOWLEDGEMENT v
TABLE OF CONTENTS vii
LIST OF TABLES x
LIST OF FIGURES xi
CHAPTER
1 INTRODUCTION
1.1. Statement of the Problem 4
1.2. Significance of the Study 5
1.3. Scope and Limitation 6
1.4. Definition Terms 7
2 THE LGU-MARAMAG AND ITS FRONTLINE SERVICES
2.1. Income Classification 9
2.2. LGU Organization and Staffing 9
2.3. Physical lay-out of offices 11
2.4. Background of ARTA Implementation 14
2.5. Frontline Services 16
2.6. Nature of Common Transactions 16
2.7. Report Card Survey Results 19
2.8. Customer Satisfaction 20
3 THE ARTA OF 2007 AND ITS IMPLEMENTING RULES
RULES AND REGULATIONS
3.1. Related Law on Anti-Red Tape 22
3.2. RA 9485 23
3.3. IRR of RA 9485 23

vii
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

3.4. Provisions of the Law 24


3.5. Values and ARTA Implementation 27
4 THE EXTENT OF IMPLEMENTATION OF ARTA IN MARAMAG
4.1. Introduction 28
4.2. Methodology 29
4.3. Indicator of ARTA Implementation 30
4.4. Presentation and Analysis of Data 31
4.4.1. Demographic Data of Customer-Respondents 31
4.4.2. Demographic Data of Employee-Respondents 34
4.4.3. Compliance to ARTA Provisions 37
4.4.4. Frontline Service Delivery 39
4.4.5. Service Quality 40
4.4.6. Physical Working Condition 43
4.4.7. Over-all Satisfaction 46
4.5. Summary, Conclusions, Recommendations 46
5 THE STRENGTHS AND WEAKNESSES OF ARTA IMPLEMENTATION
IN MARAMAG
5.1. Introduction 51
5.2. Methodology 52
5.3. Presentation and Analysis of Data 53
5.3.1. Demographic Data of Respondents 53
5.3.2. Integrity/Honesty 53
5.3.3. Accountability/Responsibility 56
5.3.4. Proper Management of Public Affairs and Properties 59
5.4. Summary, Conclusions, Recommendations 62
6 THE PROBLEMS OF ARTA IMPLEMENTATION IN MARAMAG AND
THEIR SUGGESTED INTERVENTIONS
6.1. Introduction 66
6.2. Methodology 67
6.3. Presentation and Analysis of Data 68

viii
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

6.3.1. Demographic Data of Respondents 68


6.3.2. Compliance to ARTA Provisions 68
6.3.3. Frontline Service Delivery 69
6.3.4. Physical Working Condition 70
6.3.5. Over-all Satisfaction 72
6.4. Summary, Conclusions, Recommendations 74
6.4.1. Recommended Action Plan 77
7 SUMMARY, CONCLUSIONS AND 80
RECOMMENDATIONS
BIBLIOGRAPHY 84
APPENDICES
A Survey Questionnaire (customer-respondents) 87
B Survey Questionnaire (employee-respondents) 92
C Guide Questions for Unstructured Interviews/KII 97
D Letter to Hon. Jose V. Obedencio, 99
Municipal Vice Mayor/Acting Municipal Mayor
E Letter to Mr. Francisco Y. Cipriano, MPDC 100
F Letter to Ms. Florence A. Waban, LGOO V 101
G-1 Validation of Instrument 102
G-2 Validation of Instrument 103
H Background of the Municipality of Maramag 104
I Pictures 111
J Correlations and Reliability Tests Results 118
CURRICULUM VITAE 125

ix
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

LIST OF TABLES

Table Page

1 Assessment of customer-respondents on the compliance to ARTA 37


provisions
2 Assessment of employee-respondents on the compliance to ARTA 38
provisions
3 Assessment of respondents on the frontline service delivery 40

4 Assessment of customer-respondents on the service quality 41

5 Assessment of employees on the service quality 42

6 Assessment of customers on the physical working condition 44

7 Assessment of employees on the physical working condition 45

8 Assessment of respondents on over-all satisfaction 46

9 Strengths of ARTA implementation on integrity/honesty 55

10 Weaknesses of ARTA implementation on integrity/honesty 56

11 Strengths of ARTA implementation on accountability/responsibility 58

12 Weaknesses of ARTA implementation on 59


accountability/responsibility
13 Strengths of ARTA implementation on proper management of public 60
affairs and properties
14 Weaknesses of ARTA implementation on proper management of 61
public affairs and properties
15 Problems encountered and suggested interventions on compliance to 69
ARTA provisions
16 Problems encountered and suggested interventions on frontline service 70
delivery
17 Problems encountered and suggested interventions on physical 72
working condition
18 Problems encountered and suggested interventions on over-all 73
satisfaction
x
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

LIST OF FIGURES

Figure Page

1 Organizational structure and staffing pattern of LGU-Maramag 10

2 Physical lay-out of LGU-Maramag offices 12-13

3 Distribution of frontline services in LGU Offices 18

4 Distribution of customer-respondents according to sex 32

5 Distribution of customer-respondents according to age 32

6 Distribution of customer-respondents according to residence 33

7 Distribution of customer-respondents according to services availed 33

8 Distribution of employee-respondents according to sex 34

9 Distribution of employee-respondents according to age 35

10 Distribution of employee-respondents according to office assignment 35

11 Distribution of employee-respondents according to position 36

12 Distribution of employee-respondents according to years of service 36

xi
1
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Chapter I

INTRODUCTION

Red tape is the rigid adherence to bureaucratic routines and regulations, causing delay

(Websters Dictionary and Thesaurus, 2006). Douglas Harper (2010) made reference to red

tape as excessive bureaucratic rigmarole, 1736, in allusion to the red tape formerly used in

Great Britain (and the American colonies) for binding up legal and other official documents.

Red tape per se is normal in the bureaucracy. It is the unnecessary and excessive red tape that

becomes alarming and threatens public service delivery.

The problem on red tape in various levels of government bureaucracies in almost all

societies is coupled by the specific problems on corruption, inefficiency, integrity and

competence in public service delivery.

In the Philippines, red tape has been recognized to have permeated the bureaucracy.

It has in fact long been embedded in our culture, with Filipinos having to deal with

voluminous requirements and seemingly endless processes to simply secure certificates or

licenses (Puno, 2008).

Knowing its existence, several public sector reforms have been initiated. Yet

according to Former Civil Service Commission (CSC) Chairman Ricardo L. Saludo, the

numerous efforts undertaken to curb red tape did not cause dramatic changes in public

service and in some cases, red tape even intensified (2008).

Toward the end of addressing its worsening scenario in the country, in 2007,

lawmakers promulgated RA 9485, An Act to Improve Efficiency in the Delivery of

Government Service to the Public by reducing Bureaucratic Red Tape Preventing Graft and

Corruption, and Providing Penalties Therefore otherwise known as the Anti-Red Tape Act
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(ARTA) of 2007.The Act was signed into law on June 2, 2007 and took effect on September

5, 2008 following the issuance of the CSC Memorandum Circular No. 12, series of 2008 on

the Implementing Rules and Regulations (IRR) pursuant to CSC Resolution No. 081471

dated July 24, 2008.

The ARTA of 2007 spells out the need to reengineer systems and procedures for

efficient and effective delivery of frontline services (Sec. 5, RA 9485). It specifically ensures

transparency as it mandates government agencies to put up a Citizens Charter, a document

to be displayed prominently showing the range of specific services provided by that office, a

step-by-step guide on how to avail of these services, and standards on quality and timeliness

to be expected from the agency in rendering these services (Sec. 6, RA 9485).

Historically, Citizens Charter was a British political initiative launched by then

Prime Minister John Major on July 22, 1991 aimed to improve public service in the United

Kingdom (UK) by: a) making administration accountable and citizen friendly; b) ensuring

transparency and the right to information; c) taking measures to cleanse and motivate civil

service; d) adopting a stakeholder approach and; e) saving time of both executants and

clientele (Dunn as condensed by Salvador, MF).

David Osborne (2007) cited that reinventing public institutions is Herculean work and

that in order to succeed, strategies that set off chain reactions in an organization or system,

dominoes that will set all others falling must be instituted. In essence, it has to be strategic

that it makes use of key leverage points to make fundamental changes that ripple throughout

the bureaucracy, changing everything else. President Clinton was able to reduce red tape to

the minimum by implementing the ideas of Reinventing Government of Osborne by hiring

him as a consultant to work out with VP Algore.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Culture is thus recognized for its pivotal role in ensuring success of public reforms.

The values, norms, attitudes, and expectations of employees are determinants of culture of

public organizations. According to Osborne (2007), culture is shaped powerfully by an

organization's purpose, its incentives, its accountability system, and its power structure. He

further claimed the difficulty to overcome bureaucratic culture since it is deeply embedded in

the habits, hearts, and minds of employees such that it fights back and as a consequence,

some people comply with change, but don't embrace it while others avoid it, or openly resist.

Along the line of instituting public reform, Lockwood (1993) asserted the necessity of

informed constituent participation and elucidated further that citizen involvement must

include the effort to learn what choices exist before intelligent ones can be made. LGU

initiative to increase citizen involvement in community was also highlighted by Abers in

1998. Similarly, Feldman and Khademian (2001) confirmed the role of society in the

primacy of processes that invites public participation and monitoring.

Consequently, to obtain feedback on how provisions in the charter are being followed

and how the agency is performing, Section 10 of RA 9485 provides for the conduct of Report

Card Survey (RCS) to all offices and agencies providing frontline services to be initiated by

the Civil Commission, in coordination with the Development Academy of the Philippines.

The Local Government Unit of Maramag, Bukidnon as a government office has been

active in implementing the Anti-Red Tape Act of 2007 since it was introduced.

Notwithstanding the conduct of RCS in the LGU-Maramag, four (4) years since its leap in

ARTA implementation, questions remain on how ARTA has contributed to the efficiency

and effectiveness in the delivery of frontline services? Are there best practices in its ARTA

implementation? And what are the problems encountered and their suggested solutions?
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
This paper assessed and evaluated in-depth the implementation of ARTA in LGU-

Maramag in a nature of a case study. This employed an inductive examination of current

real-life phenomenon to come-up with a theory instead of testing and existing theory.

The case study being in-depth in nature banked on multisource of information and

exploited all possible data gathering techniques. In this case, key informants interview (KII),

questionnaires and observations were employed in data gathering. Views of all frontline

employees and thirty (30) randomly selected customers/transacting public were focal points

in assessing ARTA implementation and in examining problems encountered which guided

the researcher in proposing interventions and relevant measures in compliance of the law

including the formulation of a policy recommendation. Further, results of this study can serve

as basis for the further reengineering of systems and procedures of LGU-Maramag frontline

services to achieve dramatic changes in the milieu of public service delivery.

The succeeding stand-alone chapters discussed details that were deemed crucial in

knitting the pieces of this paper into a complete manuscript such as: The LGU-Maramag and

Its Frontline Services; ARTA and its Implementing Rules and Regulations (IRR); The Extent

of Implementation of ARTA in Maramag; The Strengths and Weakness of ARTA

Implementation in Maramag; The Problems of ARTA Implementation in Maramag and Their

Suggested Interventions and a separate chapter for Summary, Conclusions and

Recommendations emphasized the results of the study.

1.1 Statement of the Problem

This study assessed in-depth the implementation of RA 9485 or the Anti-Red Tape

Act of 2007 in the Local Government Unit of Maramag, Bukidnon.

Specifically, this answered the following inquiries:


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
1. What is the extent of implementation of the ARTA law in LGU-Maramag as assessed

by the employees and the customers in the following areas:

1.1 compliance with ARTA provisions

1.2 frontline service delivery

1.3 service quality

1.4 physical working condition

1.5 over-all satisfaction

2. What are the strengths and weaknesses of the ARTA law implementation in LGU-

Maramag as assessed by the employees and the customers in the following areas:

3.1 integrity/honesty

3.2 accountability/responsibility

3.3 proper management of public affairs and public property?

3. What are the problems encountered by the employees and customers on the

implementation of ARTA of 2007 in LGU-Maramag?

4. What are the interventions suggested by the employees and the customers to solve the

identified problems?

1.2 Significance of the Study

The following persons or entities will benefit from the outcome of the study:

For the Customers/transacting public of LGU-Maramag, they are provided with

more information which will increase their awareness on ARTA being implemented by

government agencies. Should there be areas not complied of and not fully appreciated,

intervention programs can be implemented to improve the public service delivery.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
For the employees of LGU-Maramag, Bukidnon, this will enhance their

knowledge, understanding and appreciation of ARTA as a law. They are also reminded and

properly guided on the norms of conduct in the delivery of services to the public such that

they could highly perform and become motivated in the process.

For the Local Government Unit of Maramag, this serves as starting point in

instituting another round of reengineering and redesigning of the existing systems and its

processes to be more responsive to the needs of the present time. Likewise, for the

Sangguniang Bayan being the policy-makers, this can guide them in coming out with

legislative issuances for the best interest of the municipality.

For Maramag, Bukidnon Community, as a whole, this provides awareness and

encourages involvement in curbing red tape for the economic development of the

community.

For the Public Administration Graduate School Program, this paper serves as

reference in further studies on the ARTA law.

1.3 Scope and Limitation

The study was delimited to the implementation of ARTA of 2007 in LGU-Maramag

on the areas ofcompliance with ARTA provisions (CC, anti-fixer campaign, ID, no hidden

cost, Public assistance and complaints desk, no noon break); frontline service provider,

service quality, physical working condition, over-all satisfaction, integrity/honesty,

accountability/responsibility, proper management of public affairs and public property in the

Local Government Unit of Maramag; the problems encountered and the proposed

interventions on the identified problems.


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Considering time and financial constraints, thirty (30) randomly selected

customers/transacting public from January 7-17, 2014 and all the frontline service providers

of the LGU were subjected to this case study. The number of customer-respondents per

office was identified based on the number of frontline services offered by that office. The

data needed were gathered through personal observations on highly evident areas of the

study, key informants interview and through researcher-made survey questionnaires. The

primary data were triangulated and validated thru an unstructured interview or from available

secondary data.

1.4 Definition of Terms

The following terms are theoretically or operationally defined to provide better

understanding of this research paper.

Anti-Red Tape Act. It is theoretically defined as an act to improve efficiency in the

delivery of government service to the public by reducing red tape, preventing graft and

corruption and providing penalties thereof (RA 9485, 2007). Anti-Red Tape Act in this paper

is the implementation of the law that forbids bureaucratic red tape in all transactions of the

Local Government Unit of Maramag.

Frontline Service. This refers to the process or transaction between clients and

government offices or agencies involving applications for any privilege, right, permit,

reward, license, concession, or for any modification, renewal or extension of the enumerated

applications and/or requests which are acted upon in the ordinary course of business of the

agency or office concerned.

Implementation of the Anti-Red Tape Act. Theoretically, it is defined as the act of

accomplishing some aim or executing some order; carrying into effect. In this study,
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
implementation refers to the extent of compliance/observance of ARTA of 2007 in LGU-

Maramag on the areas of honesty/integrity, accountability/responsibility, proper management

of public affairs and properties.

Officer or Employee. This refers to a person employed in the agency required to

perform specific duties and responsibilities related to the application or request submitted by

a customer/transacting public for processing.

Public Assistance and Complaints Desk (PACD). One of the grievance

mechanisms required for all agencies where an officer knowledgeable on the frontline

services offered shall be available for consultation and advice and which should be attended

to at all times even during office breaks.

Red Tape. Theoretically, it is defined as the rigid adherence to bureaucratic routines

and regulations causing delay. In the Philippine context, it refers to delays in official

transactions either by having to deal with voluminous requirements or endless processes or

both.

Report Card Survey (RCS). Theoretically, it is defined as a tool that obtains

information and/or estimates the hidden costs incurred by citizens to access frontline services

which may include, but is not limited to, bribes and payment to fixers.

Rules.This refers to the Implementing Rules and Regulations (IRR) of Republic Act

9485.
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Chapter 2

THE LGU-MARAMAG AND ITS FRONTLINE SERVICES

This Chapter pictured out LGU-Maramag as a municipal government organization

and described the physical lay-out of offices, the background of its ARTA compliance

including the frontline services it offers to the citizens.

2.1 Income Classification

The Local Government Unit of Maramag is classified as first class municipality based

on its income classification. Inevitably, it delivers commensurate services to the citizens,

receives and/or implements corresponding programs and projects for various sectors of the

municipality and provides equivalent welfare and benefits to its employees.

Maramag is one of the so-called big five (5) in the Province of Bukidnon in terms of

income, population and land area. It has continued to evolve through time and is now making

moves with its aspiration of becoming the first city in Southern Bukidnon.

2.2 LGU Organization and Staffing

Eighteen (18) offices comprised the LGU organization (Figure 2). Sangguniang

Bayan Ordinance No. 2011-28 which established the new Organizational Structure and

Staffing Pattern of the LGU was subsequently approved by the Sangguniang Panlalawigan

through SP Resolution No. 2012-1282. This was one of the outcomes of the human resource

development initiatives aligned with the vision and mission of the present management.
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OFFICE OF THE OFFICE OF THE MUNICIPAL


SANGGUNIANG BAYAN MAYOR

OFFICE OF THE OFFICE OF THE MUNICIPAL


MUNICIPAL VICE- SECRETARY TO ADMINISTRATORS
MAYOR THE OFFICE
SANGGUNIANG

MUNICIPAL MUNICIPAL
MUNICIPAL MUNICIPAL MUNICIPAL MUNICIPAL
PLANNING AND
ENGINEERS TREASURERS BUDGET ACCOUNTANTS GENERAL
DEVELOPMENT
OFFICE OFFICE OFFICE OFFICE SERVICES OFFICE
OFFICE

MUNICIPAL LOCAL HUMAN MUNICIPAL SOCIAL


MUNICIPAL MUNICIPAL MUNICIPAL
CIVIL ECONOMIC RESOURCE WELFARE AND
ASSESSORS AGRICULTURE HEALTH
REGISTRARS ENTERPRISE MANAGEMENT DEVELOPMENT
OFFICE OFFICE OFFICE OFFICE OFFICE OFFICE
OFFICE

Figure 1. Organizational structure of LGU-Maramag


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
The implementation of the new staffing pattern done by tranche is now on its second

year and is expected to continue for the next three to four years. By then, the required human

resource complement will have been satisfied and fully provided and public service delivery

will have been brought to the next level.

In the meantime, the lack of plantilla personnel is compensated by the employment of

casual employees and the hiring of job orders. As of October 31, 2013, HR complement

distributed in 18 LGU offices is as follows: 106 plantilla, 94 casuals and 363 job orders.

2.3 Physical Lay-out of Offices

The seat of the municipal government used to be located at the Maramag Poblacion.

As part of its evolution, sometime in 2004, the Municipal Hall building was transferred to its

present location in Barangay Anahawon. However, some LGU offices remained at the

Poblacion as with the Municipal Health Office (MHO) and the Local Economic Enterprise

Office (LEEO) and its operations.

The Municipal Social Welfare and Development Office (MSWDO) and the

Municipal Nutrition Action Operations (MNAO) are also situated at the back of the two (2)-

storey Municipal Hall. At the ground floor (Figure 3) of the Municipal Hall are the offices

receiving the bulk of daily customers such as the Municipal Civil Registrars Office

(MCRO), and the finance-related offices namely: the Municipal Treasurers Office,

Municipal Accounting Office and the Municipal Budget Office. At the opposite ends of the

second floor, the Office of the Municipal Mayor and the Office of the Municipal Vice Mayor

are located.
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Figure 2. Physical lay-out of LGU-Maramag offices


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In the assignment of offices to their specific place in the municipal building, flows of

their transactions were considered. For instance, the offices whose services are

interconnected were grouped together such as the MBO, MTO and MACCO located at the

right wing of the ground floor. In effect, a customer processing disbursement voucher for the

payment of services, goods or financial assistances need not go far to have the transaction

concluded. After the appropriation control by the MBO, the customer proceeds to the

adjacent MACCO then to the MTO, goes up for the approval by the LCE, back to MBO for

release and finally the MTO for payment. The existing physical set-up of offices in a way

ensures that the flows of transactions are smooth and not that tedious on the part of

transacting public.

2.4 Background of LGU-Maramag ARTA Implementation

The implementation of the law in local government units was furthered by DILGs

Project CURE, Comprehensive and Unified Response to Eliminate red tape. LGU-Maramag

sent a five (5)-man team who participated in the intervention conducted by the DILG in

coordination with the Civil Service Commission sometime in April 2009.

The reengineering of systems and procedures constituted the identification of

frontline services in LGU offices. Based on the criteria, more than twenty (20) services were

initially identified as frontline and submitted to the Civil Service Commission as a requisite.

Creation of the Task Force on the Crafting of the Citizens Charter was so ordered

through Executive Order issued by the Local Chief Executive. Setting up of the Citizens

Charter came next. For the services which were identified as frontline, process flows were

established. The steps in availing and providing the service, the forms to be used, the
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
requirements, the duration or processing time as well as the fees and charges were also

reflected in the CC. The streamlining of processes was meticulously adhered and the

reduction of signatories in application forms for frontline services were also observed as with

the Business Permit application i.e. from more than five to two (2) signatories.

The Citizens Charter of the LGU essentially answered the provision of Section 1,

Rule IV of the IRR. Consequently, it contained a) vision and mission; b) identification of the

frontline services offered and the clientele; c) the step-by-step procedure; d) the officer or

employee responsible for each step; e) the maximum time to conclude the process; f)

document/s to be presented by the client, with a clear indication of the relevancy of said

document/s; g) the amount of fees, if necessary; h)the procedure for filing complaint and

application, including the names and contact details of the officials/channels to approach for

redress; i)allowable period of extension due to unusual circumstances; and j) feedback

mechanisms, contact numbers to call and/or persons to approach for recommendations,

inquiries, suggestions, as well as complaints.

Prior to the formal launching of the Citizens Charter in July 2009, a stakeholders

conference was conducted where the content of the Charter was first made public and

presented as a way of seeking the stakeholders approval and support to the new service

delivery improvement initiative as required under Section 3, Rule IV of the IRR. The

prescribed forms of publication and posting were also complied with.

The required review of the Charter of not less than once every two years was also

initially complied with through the implementation of the Service Delivery Improvement

Program (SDIP) as a result of the Transparent Accountable Governance (TAG) 4 Project

availed by the LGU from The Asia Foundation.


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With respect to compliance of Rule VI on Accessing Frontline Services, particularly

on the acceptance and denial of application and requests; adoption of appropriate working

schedules even during lunch break and after regular working hours; wearing of official

identification cards during office hours; establishment of public assistance/complaints desk,

among others, all these were complied and provided by the LGU.

2.5 Frontline Services

Based on the criteria in the identification of frontline services, the LGU has a total

of eighty-five (85) frontline services. Figure 4 shows the distribution of these frontline

services in the LGU-Offices.

The Municipal Health Office tops the list with respect to delivering the most

number of frontline services with a total of eleven (11) services. The Municipal Civil

Registrars Office and the Municipal Planning and Development Office tied in the second

spot both having ten (10) frontline services. On the third spot are the Municipal Treasurers

Office and the Municipal Assessors Office both with eight (8) frontline services.

2.6 Nature of Common Transaction

A daily average of one hundred thirty-seven (137) customers transact business with

the LGU as reflected in the Customers Log situated at the Public Assistance and Complaints

Desk (PACD) located at the entrance of the Municipal Building. The common transactions

are application for permits and licenses, requests for certifications, registration for births,

deaths and marriages, payments for fees and taxes, among others.

The nature of most frontline services largely involve simple transactions where
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
period of duration is limited to five (5) working days after receipt of applications and with

face-to-face interaction between the customers and service provider. The Office of the

Municipal Health Officer and the Office of the Civil Registrar registered the highest number

of daily customers and therefore experience ques. As a means of ensuring smooth flow of

service delivery, priority numbers are given and waiting chairs are provided for customers.

Aside from the waiting area in every office, a common waiting area is provided at the ground

floor equipped with chairs and a television set to make waiting comfortable, entertaining and

relaxing.

Whether or not the physical working condition such lay-out of offices and the

performance pledges contained in the Citizens Charter and other provisions of ARTA

implementation is favorably affecting public service delivery is worth knowing. The Local

Government Unit of Maramag as a government office is mandated to implement the law.

Thus, it pays to see if the years of its implementation has done much in the context of

enhancing public service delivery.


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12
11

10 10
10

8 8
8

6
5 5
No. of Frontline Services
4 4 4 4
4
3 3 3 3

Figure 3. Distribution of frontline services in LGU offices


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
2.7 Report Card Survey Results

The ARTA law has gained attention from government offices all over the country.

However, the level of success among offices varies from one organization to another. For

LGUs, the continued pursuit of excellence in local governance is firing up undertakings as

remedial measures on identified areas where low/partial or non-compliance is noted. Despite

challenges in the course of implementation, success stories can be heard. One example for

this is the LGU of Compostela Valley Province which garnered the 2010 Seal of Excellence

awarded by the Civil Service Commission for its RCS rating of 95.5% with Excellent

descriptive rating, the only LGU in the whole bureaucracy rated as excellent ARTA

implementation in 2010.

As required under Rule VII of the IRR, Report Card Survey (RCS) as a way of

evaluating compliance with the Citizens Charter and how the office/LGU is performing

insofar as frontline services are concerned were conducted.

The first RCS was done by a team from the Civil Service Commission in June 2011.

The result obtained a final grade of 81.80 with descriptive rating of Good for LGU-Maramag.

Similarly, the 2012 RCS done by a team of evaluators from DILG yielded a final grade of

86.22, 4.42 points higher which is still equivalent to a rating of GOOD. These ratings showed

that there are still areas for improvement in order to move to very good or even excellent

rating.

LGU-Maramag has been passing the mark. In principle, the requirements stipulated in

ARTA law are complied with and ratings showed high score under inspection checklist

(RCS, 2012).
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2.8 Customer Satisfaction

On top of the implementation of ARTA as a legal mechanism that spells out

reengineering of systems and procedures for an efficient and effective delivery of frontline

services is the goal of maximum customer satisfaction.

Looking closely, a high-over-all satisfaction of customers supported RCS rating

wherein 60% were very satisfied and 36.67% were satisfied with the service provided to

them. Moreover, a good rating in ARTA Compliance, Frontline Service Provided, Service

Quality and Physical Working Condition was also achieved. The RCS also found out that the

number one satisfaction driver was courtesy and extra mile of the service provider in offering

services to the customers.

Under the area of ARTA compliance, posting of tarpaulins containing the list of

frontline services, person responsible, fees involved, documentary requirements were

complied by all LGU offices. For the anti-fixer campaign, billboards, posters were visibly

installed in every office and call cards bearing hotline numbers were also distributed which

accounted for zero(0) incident of fixing.

The LGU passed in all areas considered in the RCS. Specifically, it garnered highest

percentage points in Compliance with ARTA provisions in both the rating of respondents and

the inspection checklist. Lowest points were obtained in physical working conditions. The

conduct of continuing information drive and orientation on Citizens Charter for the clientele

was recommended as a result of the RCS.

Given the compliance of the law, the questions remain has the Anti-Red Tape Act of

2007 contributed to efficiency and effectiveness of LGU-Maramag in the delivery of its

frontline services?; Are there major developments that can be considered as best practices?;
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
And what are the problems and their perceived resolutions encountered in the ARTA

implementation?
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Chapter 3

THE ARTA OF 2007 AND ITS IMPLEMENTING RULES AND REGULATIONS

This Chapter described the Anti-Red Tape Act as a law and the requirements it

imposes government agencies and offices to comply.

3.1 Related laws on Anti-Red Tape

Section 1, Article XI of the 1987 Constitution states that a Public Office is a Public

Trust. Public officers and employees must at all times be accountable to the people, serve

them with utmost responsibility, integrity, loyalty and efficiency, act with patriotism and

justice, and lead modest lives.

Section 27, Article II the 1987 Constitution provides the state shall maintain honesty

and integrity in the public service and shall take positive and effective measures against graft

and corruption.

Section 4 of Republic Act 6713 otherwise known as the Code of conduct and ethical

standards for public officials and employees prescribes the standards of personal conduct in

the discharge and execution of official duties of public officials and employees. One is

commitment to public interest. Under this, public officials and employees are to uphold the

public interest over and above personal interest. All government resources and powers of

offices must be employed efficiently, effectively, honestly and economically, particularly to

avoid wastage in public funds and revenues.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
3.2 Republic Act 9485

Republic Act 9485 an act to improve efficiency in the delivery of government

service to the public by reducing red tape preventing graft and corruption, and providing

penalties therefore is also known for its short title which is Anti-Red Tape Act of 2007.

The Act declares the policy of the State to promote integrity, accountability, proper

management of public affairs and public property as well as 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 (Sec.

2, RA 9485).

Section 2 (RA 9485) on the coverage of the law states that the Act applies to all

government offices and agencies including local government units and government-owned

and controlled corporations that provide frontline services as defined in the Act. Those

performing judicial, quasi-judicial and legislative functions are however excluded from the

coverage of the Act.

3.3 Implementing Rules and Regulations of RA 9485

Resolution No. 081471 issued by the Civil Service Commission sets the

Implementing Rules and Regulations (IRR) of RA 9485. Section 1, Rule I of said Resolution

states that these Rules shall apply to all government offices and agencies including local

government units and government-owned and controlled corporations with or without


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
original charter that provide frontline services as defined in the Act. Those performing

judicial, quasi-judicial and legislative functions are excluded from the coverage of the Act,

however, their respective frontline services are deemed included.Rule II provides the

Interpretation of the law following the Declaration of Policy found in Section 2 of the Act.

3.4 Provisions of the Law

The law mandates government offices to comply with certain requirements. Rule III

of the IRR provides for the Re-engineering of Systems and Procedures. Specifically, within

one year of the effectivity of the Rules, each office or agency shall: a) determine which

processes or transactions constitute frontline service; b) undertake reengineering of

transaction systems and procedures, including time and motion studies, if necessary; and

after compliance thereof, c) set up their respective service standards to be known as the

Citizens Charter.

Moreover, the reengineering process shall include a review for the purposes of

streamlining of the following: a) steps in providing the service; b) forms used; c)

requirements; d) processing time; and e) fees and charges. There shall also be a review of the

location of the offices providing frontline services and directional signs to facilitate

transactions (Sec. 2, Rule III, IRR).

Still under Rule III, the number of signatories in official forms for frontline services

is limited to a maximum of five (5). The designation on proper authority to sign in the

absence of the regular signatory is also prescribed.

In particular, Section I, Rule IV of the IRR sets the information to be included in the

Citizens Charter: a) vision and mission of the government office or agency; b) identification
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
of the frontline services offered and the clientele; c) the step-by-step procedure to obtain a

particular service; d) the officer or employee responsible for each step; e) the maximum time

to conclude the process; f) document/s to be presented by the client, with a clear indication of

the relevancy of said document/s; g) the amount of fees, if necessary; h)the procedure for

filing complaint and application, including the names and contact details of the

officials/channels to approach for redress; i)allowable period of extension due to unusual

circumstances; i.e. unforeseen events beyond the control of concerned government office or

agency; and j) feedback mechanisms, contact numbers to call and/or persons to approach for

recommendations, inquiries, suggestions, as well as complaints.

The form of Citizens Charter (CC) and its posting is further prescribed. In the same

manner, the constitution of CC Task Force by the head of agency is called for taking into

consideration the stakeholders, users and beneficiaries of the frontline services. The formal

issuance and release including periodic monitoring and review of the implementation is also

required pursuant to Section 3, Rule IV of the IRR. Review of the CC shall be whenever

necessary but not less than once every two years (Sec. 4, Rule IV, IRR).

Section 1, Rule V of the IRR spells the primary responsibility of the head of office or

agency for the implementation of the Rules. They are held accountable to the public in

rendering fast, efficient, convenient and reliable service. It is very interesting to note that the

all transactions and processes are deemed to have been made with the permission or

clearance from the highest authority having jurisdiction over the government office or agency

concerned. Likewise, failure to comply with the rules may warrant the filing of appropriate

charges against the head of office or agency under existing law and rules, before the

appropriate forum.
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Rule VI on Accessing Frontline Services, generally gives the picture on the

promotion of customer satisfaction and service delivery improvement including similar

activities for frontline service officers and employees. Its succeeding sections brings attention

to the acceptance and denial of application and requests; adoption of appropriate working

schedules even during lunch break and after regular working hours; wearing of official

identification cards during office hours; establishment of public assistance/complaints desk,

among others.

The conduct of a Report Card Survey (RCS) is required under Rule VII of the IRR. It

is a way of obtaining feedback and effectiveness of, as well as compliance with the Citizens

Charter and how the office/agency is performing insofar as frontline services are concerned.

The RCS may include the following: 1) the service provider-personal disposition of the

employee providing the service sought of; 2) the quality of service-how the service was

provided to the client; and 3)the physical working condition-how the physical set-up/lay-out

of the office affects the performance, efficiency, and accessibility of the service provided

(par.4, Sec. 1, Rule VII, IRR).

As with other law and rules, Disciplinary Action is also provided under Rule VIII of

the IRR. Expectedly, offenses which may be committed are classified into light and grave.

Light offenses carry penalties as follows: first offense- thirty (30) days suspension without

pay and mandatory attendance to Values Orientation Program; second offense- three (3)

months suspension without pay; and third offense- dismissal and perpetual disqualification

from public service. On the other hand, Grave Offense carries the penalty of dismissal and

perpetual disqualification from public service.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
The Rules further contain Immunity and Final Provisions, Rule IX and Rule X,

respectively. The inclusion of funding for ARTA implementation in the office or agencys

regular budget is also warranted under Rule X of the IRR.

3.5 Values and ARTA Implementation

Needless to say, compliance and implementation of the law is necessarily affected by

the kind of leadership an organization has. Leadership plays a very important role in the

management of organizations (Leveriza, 2010). Wikipedia defines human behavior as the

range of behaviors exhibited by humans and which are influenced by culture, attitudes,

values, ethics, authority, rapport, hypnosis, persuasion, coercion and/or genetics. Corollarily,

human behavior in an organization is influenced by individual values and ethics dictated by

cultural norms and ethical system of the bureaucracy.

In any government undertaking such as curbing the universal problem of graft and

corruption, public support becomes indispensable. People ought to involve themselves in the

government affairs.

Based on observable indicators such as publications, posters and signages, all LGUs

have complied with the implementation of ARTA in the Province of Bukidnon. This

reflected the strong will of LGU administrations in helping the Philippine bureaucracy totally

stamp out unnecessary red tape. However, the researcher has not heard of the conduct of

researches and studies on ARTA implementation in the neighboring LGUs.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Chapter 4

THE EXTENT OF IMPLEMENTATION OF ARTA IN MARAMAG

This Chapter discusses the extent of implementation of the ARTA of 2007 in the

Local Government Unit of Maramag. It deals on the areas of compliance with ARTA

provisions, frontline service delivery, service quality, physical working condition as well as

over-all satisfaction.

4.1 Introduction

The enactment of ARTA of 2007 was a response to the institutional need of curbing

excessive red tape proliferating in the layers of Philippine bureaucracy. It serves as a legal

mechanism that enforces the reengineering of systems and procedures of all government

offices for efficient and effective delivery of frontline services with exception to offices

performing judicial, quasi-judicial and legislative functions, however, their frontline services

are deemed covered (Sec. 1, Rule 1, IRR).

Mindful of the mandates of the law for government agencies including the Local

Government Units, LGU-Maramag pushed for its implementation in 2009. It has directed

efforts in compliance to the requirements of the law which included the stakeholders

conference, launching of LGU-Maramag Citizens Charter, posting of Citizens Charter,

establishment of Public Assistance and Complaints Desk, implementation of anti-fixer

measures, observance of the no noon break policy, the wearing of prescribed identification

cards/nameplates and the setting-up of feedback and redress mechanism.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
While the physical requisites were complied with and despite the fact that the 2011

and 2012 RCS results assessed the areas on the Compliance with ARTA provisions (Citizens

Charter, anti-fixer campaign, ID/nameplates, no hidden costs, public assistance and

complaints desk, no noon break), frontline service provider, service quality, physical working

condition and overall satisfaction, the researcher took into account the observations of the

frontline service employees who were directly involved in frontline service delivery.

Specifically, this answered the inquiry on the extent of implementation of the ARTA

law in LGU-Maramag as assessed by the employees and the customers in the following areas

of compliance with ARTA provisions; frontline service delivery; service quality; physical

working condition and over-all satisfaction.

4.2 Methodology

Data gathering procedure was done through key informants interview, questionnaires

and observations as well. The questionnaires contained the demographic details of

respondents under Part I and Part II obtained the views of the frontline employees and

customers/transacting public which were focal points in assessing extent on the

implementation of the Act and sequentially guided the researcher in proposing interventions

and relevant measures in compliance of the law. Further, result of this study can be the basis

for reengineering of systems and procedures to achieve dramatic changes in the milieu of

public service delivery.

A five-point Likert Scale was adapted to measure the responses of the respondents of

each item in the questionnaire. The weight and scale of each item were as follows: 5 for very

much/strongly agree; 4 for much/agree; 3 for undecided/dont know; 2 for less/disagree; and
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
1 for not/strongly disagree.

Thirty (30) randomly selected customers/transacting public from January 7-17, 2014

and all the frontline service providers physically present during the survey were subjected to

this study. The number of customer-respondents per office was based on the number of

frontline services offered by that office. In the same manner, the number of employee-

respondents included all the frontline service providers in the 18 LGU offices who were

present during the conduct of the survey. The questionnaires were content validated by

experts and were pretested t0 30 respondents. Correlation coefficients were computed to

determine the internal consistency of each item. The reliability index was computed using the

Cronbachs alpha. The computed alphas were 0.907 and 0.949 for customers and employees,

respectively (Appendix J). The primary data were triangulated and validated thru an

unstructured interview and from available secondary data. Analysis technique employed

descriptive statistics.

4.3 Indicators of ARTA Implementation

In form and principle, the Citizens Charter of the LGU has complied with the

provision of the law as it contains: a) vision and mission; b) identification of the frontline

services offered and the clientele; c) the step-by-step procedure; d) the officer or employee

responsible for each step; e) the maximum time to conclude the process; f) document/s to be

presented by the client, with a clear indication of the relevancy of said document/s; g) the

amount of fees, if necessary; h) the procedure for filing complaint and application, including

the names and contact details of the officials/channels to approach for redress; i) allowable

period of extension due to unusual circumstances; and j) feedback mechanisms, contact


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
numbers to call and/or persons to approach for recommendations, inquiries, suggestions, as

well as complaints.

The prescribed forms of publication and posting were also complied with. In each of

the offices, a tarpaulin showing the list of frontline services is posted in the glass window

clearly visible to the customers. Additionally, process flows for each frontline transaction are

posted at conspicuous places inside the offices. The inquiry now lies on the efficiency of

these parameters in enhancing public service delivery.

4.4 Presentation and analysis of data

4.4.1 Demographic Data of Customer-Respondents

Of the thirty (30) customer-respondents, 70% were female (Figure 5). This shows that

generally it is women that transact businesses requiring visits to government offices such as

the LGU while their male counterparts are occupied in gainful economic activities. Figure 6

also reflects that more than half of the customers were between 25-44 years old, and 43.33%

of them were residents of Barangays South and North Poblacion (Figure 7). A wide array of

services offered by various offices was availed by the customers from simple requests to

clearances application, tax declaration among others (Figure 8).


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

Sex

Male
Female

21

Figure 4. Distribution of customer-respondents according to sex

Age
1 1
1 6

24 and below
25-34

9 35-44
45-54
55-64
65 and above
12

Figure 5. Distribution of customer-respondents according to age


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

Residence

7
South Pob.
10
North Pob.
Base Camp
Camp 1
Dagumbaan
6
1 San Roque
2
Not provided
2 2

Figure 6. Distribution of customer-respondents according to residence

Services Availed Financial Assistance


Artificial Insemination
Request
2 Mayor's Permit
3
1 Marriage Registration
1 1 Tax Declaration
1 Birth Legitimation
1 3 Laboratory
Dental Check-up
1
Certification
1 Tooth extraction
2 trip ticket
1
travel order
Birth Extract
2
3 Tax Clearance
1 Zoning Clearance
1 Locational Clearance
1 4 Not provided

Figure 7. Distribution of customer-respondents according to services availed


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
4.4.2 Demographic Data of Employee-Respondents

Of the ninety-three (93) employee-respondents, 60.22% were male which speaks of

the reality that the LGU workforce is dominated by male employees (Figure 9). According to

age (Figure 10) 46.24% were between ages 35-54years old. As to distribution with respect to

office assignment Figure 11 shows that most number of respondents were from the

Municipal Health Office and Municipal Agriculture Office where a good number of frontline

service providers are stationed. This is affirmed in Figure 12 which shows that Agricultural

Technologist/Technician and Health Workers accounted for 44.09% of the respondents.

Results also show that 51.61% have stayed with the LGU between 0-10years of service

(Figure 13) which mirrored the increase in the HR complement in the LGU in the recent

years in response to the demand of public service delivery through the hiring of job orders.

Sex

37

Male
Female
56

Figure 8. Distribution of employee-respondents according to sex


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

Age
0
9 8

24 and below
25 25-34
33
35-44
45-54
55-64
18
65 and above

Figure 9. Distribution of employee-respondents according to age

Office
25
22

20 18

15

10
10 Office
7
5 5 5
5 4
3 3 3 3
2 2
1
0

Figure 10. Distribution of employee-respondents according to office assignment


10
12
14
16
18
20

0
2
6
8

4
Planning Officer II
Economic Researcher
LAAO I

1 1 1 1
Tax Mapper I

24
13
Clerk II
Administrative Officer II

1 1
Administrative Aide VI

3
Administrative Aide IV
13

Revenue Collection Clerk

2
Engineering Assistant

8
12
Senior Bookkeeper
Zoning Officer II
Computer Operator II

1
Assessment Clekr I
MPDC
1 1 1 1 1 1

Sanitation Inspector I
6

Nurse I
14

Midwife
Position

Dental Aide
18

Agricultural Technologist

Years of Service
Clerk III
Dentist II
1 1 1

Budget Officer I

48
3

Social Welfare Aide


Veterinarian
1 1

Assistant Registration Officer


2

HRMA
Figure 11. Distribution of respondents according to position
1

Administrative Assistant
0

0-10

Figure 12. Distribution of employee-respondents according to years of service


31-40
21-30
11-20

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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

Position
36
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
4.4.3 Compliance with ARTA provisions

This requirement of the ARTA law implementation looks into indicators such as

Citizens Charter, anti-fixer campaign, ID/nameplates, no hidden costs, public assistance and

complaints desk, including no noon break.

The assessment of the customers on the compliance with ARTA provisions is agree

which shows favorable attitude as revealed in Table 1. This points out that Citizens Charter,

anti-fixer campaign, ID/nameplates, no hidden costs, public assistance and complaints desk,

including no noon break are considered by the customers to have been complied most of the

time. For both respondents, highest means were observed on the issuance of official receipt

for the full amount of payment which manifests the strong and continued adherence of LGU

employees to no hidden charges (Tables 1 and 2). This supports the earlier findings

disclosed in the Report Card Survey results for the years 2011 and 2012. Looking closely,

the customers agreed that the provisions are complied most of the time or 7-8 out of 10

instances.

Table 1. Assessment of customer-respondents on the compliance to ARTA provisions

Compliance to the provisions of ARTA mean QD


As a customer,
1. Issued Official Receipt for the full amount of my payment 4.70 SA
2. Employees wear ARTA IDs 4.60 SA
3. Presence of Public Assistance and Complaints Desk 4.53 SA
(PACD)
4. Attended to even during noon break and after office hours 4.30 A
5. Saw, read and understood the Citizens Charter and anti- 4.13 A
fixer campaign materials posted in conspicuous places in
the LGU
Overall 4.45 Favorable
attitude
Legend: QD=Qualitative Description U=undecided
SA=Strongly Agree D=Disagree
A=Agree SD=Strongly Disagree
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
On the other end, the employees who deliver the services to the customers disclosed

that they have very much implemented or 9-10 out of 10 instances, the indicators under

compliance to ARTA provisions. Comparing the assessments of the customers and

employees, the former returned an evaluation which is generally lower than the latter in all

the indicators considered in this area.

Table 2. Assessment of employee-respondents on the compliance to ARTA provisions

Compliance to ARTA Provisions mean QD


As a frontline employee, I
1. Issue Official Receipts/or its equivalent for 4.87 VM
payments received (for collectors)/
Observed that Official Receipts are issued
for all payments received
2. Adhere to the Citizens Charter and 4.75 VM
advocate anti-fixer campaign in delivering
frontline services to the customers
3. Adhere to the no noon break policy and 4.72 VM
attended to customers even after official
work hours
4. Wear ARTA-prescribed office ID 4.69 VM
5. Man the Public Assistance and Complaints 4.63 VM
Desk as Officer of the Day as scheduled
(for permanent employees only)/Observed
PACD manned by an OD
Overall 4.73 Very Favorable
attitude
Legend:
QD=Qualitative Description I=Implemented
VM=Very Much LI=Less Implemented
M=Much UI=Unimplemented

This can be the result of the instants (1 of 10 instances) that frontline service

providers acknowledged to have relaxed the implementation and compliance of ARTA

provisions which may have left the customers an impression of inconsistency.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
4.4.4 Frontline Service Delivery

Frontline services are the primal concern of the law. These are the services that get

the fair share of customers, necessitate face-to-face interaction between service providers and

the customers, likely to be complained off and offer high impact to the community in

general.

Table 3 reflects the assessment of customers on frontline service delivery which is

agree, indicating a favorable attitude towards the implementation of the indicators under the

area. Results further revealed that all the time, frontline service delivery follows the step-by-

step procedure in service transaction and exact amount of fees is collected/no extra payment.

The same assessment is given by the employees who considered these two indicators very

much implemented. The findings in compliance to ARTA provisions wherein official

receipts were issued for the full amount of fees paid is further substantiated by these results.

It only echoes the integrity of service providers in collection activities. Moreover, this

mirrors the knowledge, full grasp and understanding of employees on the detailed processes

and the requisites of the services they are delivering to the customers which in turn is

recognized by the transacting public.

However, though ratings were largely on the same inclination for all the indicators of

frontline service delivery for the customers and employees still, the over-all assessment of

customers is still lower than that of the employees. This is a trend similar to compliance to

the ARTA provisions. The very much implemented (9-10 out of 10 instances) perception of

employees at some point has not reached the customers who only agreed that indicators of

frontline service delivery were complied with most of the time (7-8 out of 10 instances).
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Table 3. Assessment of respondents on the frontline service delivery

Frontline Service Delivery Customers Employees


mean QD mean QD
1. step-by-step procedure of the 4.57 SA 4.76 VM
service availed is followed
2. exact amount of necessary fees is 4.50 SA 4.73 VM
collected (if applicable)/no extra
payment
3. received/provided the quality of 4.37 A 4.67 VM
service anticipated
4. only the documents listed in the 4.33 A 4.56 VM
Charter are required
5. maximum time to conclude the 3.87 A 4.56 VM
process is complied
Overall 4.33 Favorable 4.64 Very
attitude Favorable
attitude
Legend:
QD=Qualitative Description U=undecided
SA=Strongly Agree D=Disagree
A=Agree SD=Strongly Disagree

4.4.5 Service Quality

At the apex of every service delivery is the desire to attain not only acceptable but

excellent service quality. Largely, this area is a function of the interplay of critical factors

such as timeliness, outcome, competence and attitude that are manifested during the course

of official transaction.

The study revealed that customers assessed service quality as agree (Table 4), a

favorable attitude. This connotes that most of the time (7-8 out of 10 instances), the factors

on timeliness, outcome, competence and fairness are complied with.

High means can be observed on the areas of knowledge and competence including

fairness which implied that the frontline service providers successfully manifested and met

the indicators on these areas as perceived by the customers.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Conversely, while the overall assessment of employees yielded very much

implemented (9-10 out of 10 instances), they do not share the assessment of customers who

rated highly the knowledge and competence of service providers (Table 5). It is surprising to

note that employees assessed themselves less than the customers (7-8 out of 10 instances). A

disparity is eminent on the condition of asking help from colleagues in the delivery of

frontline services. The employees were honest enough in stating that sometimes they ask help

from colleagues in the course of delivering service to customers. This action may not have

been prominent and noticeable on the end of the transacting public considering the element

of space that separates the customers and the frontline service providers. In addition, there

are employees who are discreet in asking help from colleagues so as not to impress the

customers with the notion of incompetence.

Table 4. Assessment of customers on service quality


Service Quality, As a customer, mean QD
1. Timeliness
a. I am immediately attended to 4.45 A
b. Transaction ended outright 4.17 A
4.31 Favorable attitude
2. Outcome/Result
a. Service providers care of the output I receive 4.24 A
b. Outputs do not need revision 4.14 A
4.19 Favorable attitude
3. Knowledge and Competence Service providers:
a. demonstrate good attitude in delivery service 4.66 SA
b. have extensive knowledge and skill in delivering 4.55 SA
frontline service 4.45 A
c. Do not ask help from colleagues 4.55 Favorable attitude
4. Fairness
a. first come, first serve basis is followed 4.62 SA
b. insertion in waiting lines is not allowed 4.59 SA
c. customers are treated fairly 4.31 A
4.51 Favorable attitude
Overall 4.42 Favorable attitude
Legend: QD=Qualitative Description U=undecided
SA=Strongly Agree D=Disagree
A=Agree SD=Strongly Disagree
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Timeliness and outcome though positively assessed by customers revealed low means

but assessed by employees as the opposite being very much implemented with high means.

Table 5. Assessment of employees on the service quality

Service Quality, As an employee, I.. mean QD


1. Timeliness
a. Immediately attend to customers 4.81 VM
b. Ensure that transactions end on time 4.69 VM
4.75 Favorable
attitude
2. Outcome
a. Care of the output of service that customers 4.66 VM
received
b. Outputs do not need revision 4.48 M
4.57 Very Favorable
attitude
c. Knowledge and Competence
a. demonstrate good attitude in delivery service 4.70 VM
b. Extensive knowledge and skill in delivering 4.58 VM
frontline service
c. Do not ask help from colleagues 4.19 M
4.49 Favorable
attitude
a. Fairness
a. follow the first come, first serve basis 4.78 VM
b. Do not allow insertion in waiting lines 4.66 VM
c. Treat customers fairly 4.75 VM
4.73 Very Favorable
attitude
Overall 4.78 Very Favorable
attitude
Legend:
QD=Qualitative Description I=Implemented
VM=Very Much LI=Less Implemented
M=Much UI=Unimplemented

Results also revealed that customers agreed that 7-8 out of 10 instances they were

immediately attended to and their transactions ended outright. On the other hand, the

employees believed they have very much implemented the indicators on immediate attention

to customers and ensuring transactions end on time.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Varying perceptions as to when the transactions conclude may have rendered the

diversity in customer and employee assessments. Generally, customers would want their

transaction end outright, right then and there which may not be well within the conceived and

pledged time duration. Employees ensure transactions end on time as pledged pursuant to the

contents of the Citizens Charter.

It can also be observed that outcome returned the lowest mean for the customers

particularly, the condition on the need for revisions of results/outputs. Undeniably, human

factor can render results/outputs erroneous requiring revisions and even reprints for

documents. A misspelled name, error on entries of dates and other similar clerical errors

which employees may consider minor lapses may be a great deal for customers who have to

go back to the office for correction.

4.4.6 Physical Working Condition

The likelihood of physical working condition affecting service delivery and indirectly

customer satisfaction is well thought of. Thus, the law requires government agencies to

consider physical set-up such as signages, accessibility of offices, cleanliness and orderliness

of work areas, lighting and ventilation of offices as well as lay-out of offices in its frontline

service delivery. Similarly, basic facilities for customers such as comfort rooms, waiting area

and facilities for pregnant women, persons with disability and the elderly are also required.

It turned out that the customers were very satisfied with the physical set-up of the

LGU offices as shown on Table 6. However, on the provision of basic facilities, study

exposed the satisfied assessment of customers. In the over-all scenario for physical working

condition, customers were generally satisfied, indicative of a positive assessment. This means
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
that most of the time they considered physical set-up and basic facilities of LGU offices

having satisfactorily met the requirements of the law (see Appendix I). Specifically, under

physical set-up, signages and direction guides were considered by customers sufficient with

very satisfied assessment. In contrast, the accessibility of offices providing frontline services

returned the lowest mean yet still denoting satisfied assessment. Similarly, lowest mean can

be observed on basic facilities particularly the comfort rooms.

Further, table 7 shows the assessment of employees with very much implemented

assessment in both physical set-up and basic facilities. Highest mean was obtained in the

accessibility of offices providing frontline services. This signifies that employees consider

frontline offices easily accessible to transacting public since these offices which get the bulk

of daily customers are located in highly reachable areas, i.e. the ground floor of the municipal

building such as the MCRO, MBO, MACCO and MTO among others. For basic facilities,

the assessment of customers on comfort rooms is shared by the employees who also rated

this facility the least among the other indicators. While comfort rooms are provided, the

respondents believed the existing condition of these facilities need improvement.

Table 6. Assessment of customers on the physical working condition

Physical Set-up mean QD


1. Signages/direction guides for customers are sufficient 4.63 VS
2. Appropriate lighting and ventilation of offices 4.53 VS
3. Customer-friendly lay-out of offices 4.53 VS
4. Cleanliness and orderliness of office premises 4.47 S
5. Accessibility of offices providing frontline services 4.40 S
4.51 VS
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Table 6. Assessment of customers on the physical working condition (Continuation)

Basic facilities for customers mean QD


6. Waiting area 4.43 S
7. Facilities for pregnant women, persons with disability 4.41 S
and the elderly
8. Comfort rooms 3.87 S
4.24 S
Overall 4.38 Favorable
attitude
Legend: QD=Qualitative Description U=undecided
VS=Very Satisfied D=Dissatisfied
S=Satisfied VD=Very Dissatisfied

Table 7. Assessment of employees on the physical working condition

Physical Set-up mean QD


1. Accessibility of offices providing frontline services 4.73 VM
2. Customer-friendly lay-out of offices 4.69 VM
3. Signages/direction guides for customers 4.63 VM
4. Appropriate lighting and ventilation of offices 4.56 VM
5. Cleanliness of office premises 4.50 VM
6. Orderliness of work areas 4.43 M

4.66 VM
Basic facilities for customers
7. Facilities for pregnant women, persons with disability 4.63 VM
and the elderly
8. Waiting area 4.57 VM
9. Comfort rooms 4.41 M

4.52 VM
Overall 4.59 Very
Favorable
attitude
Legend: QD=Qualitative Description I=Implemented
VM=Very Much LI=Less Implemented
M=Much UI=Unimplemented
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
4.4.7 Over-All Satisfaction

This area focuses on the feeling of contentment and satisfaction a customer gets out

of the whole experience of transacting official business in the LGU.

The inquiry yielded that customers and employees alike generate feelings of

contentment in official transaction. Table 8 exposed that customers agreed that most of the

time (7-8 out of 10 instances), they leave office premises happy with their whole experience.

This is acknowledged by the frontline service providers who assessed this area as

strongly agree in seeing contentment or satisfaction on the face of their customers after every

transaction suggesting at 9-10 out of 10 instances employees see contentment on the faces of

their customers at the end of official transactions.

Table 8. Assessment of respondents on the over-all satisfaction

Over-all satisfaction mean QD


Customers
leave the office happy and contented at the end of 4.33 A
my transaction
Employees
See contentment /satisfaction on the faces of my 4.59 SA
customers
Overall 4.46 Favorable
attitude
Legend:
QD=Qualitative Description U=Undecided
SA=Strongly Agree D=Disagree
A=Agree SD=Strongly Disagree

4.5 Summary, Conclusion and Recommendation

This paper gauged in-depth the implementation of ARTA in LGU-Maramag in a

nature of a case study and used multisource of information and exploited all possible data
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
gathering techniques. Key informants interview (KII), questionnaires and observations were

employed in data gathering. Views of all frontline employees in attendance during the survey

and thirty (30) randomly selected customers were focal points in assessing ARTA

implementation and in examining problems encountered. A five-point Likert Scale was used

to measure responses.

Findings

The following are the findings of the study on the extent of ARTA implementation in

the LGU:

1. In the area of compliance to the provisions of ARTA, both the customers and

employees exhibited positive attitudes and assessed the indicators to have been

complied and implemented however; employees assessed this area higher than the

customers.

2. Frontline service delivery is also positively assessed by both the customers and

frontline service providers with the latter having higher assessment than those of the

customers as earlier exposed on compliance to ARTA provisions.

3. Service quality yielded positive attitudes from both the customers and employees

which denote that the factors on timeliness, outcome, competence and fairness are

complied with. Overall assessment of customers varied from that of the employees

with the latter giving higher assessment compared to the former. The same trend

observed in the earlier indicators of the extent of compliance to ARTA law.

4. The customers were very satisfied with the physical set-up of the LGU offices which

represent that all the time the indicators of physical set-up have been very much
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
implemented. The employee-respondents considered both physical set-up and basic

facilities very much implemented. Lowest mean can also be observed under comfort

rooms, parallel to the assessment of the customers.

5. For over-all satisfaction, the customers were most of the time (7-8 out of 10

instances), happy with their whole experience of transacting with LGU offices.

Employees on the other hand declared that all the time or 9-10 out of 10 instances

they see happiness and contentment on the faces of their customers after official

transaction.

Conclusions

1. The level of implementation conceived by the frontline service providers to be at the

fullest are not fully experienced by the customers who still think there is room for

improvement.

2. Certain level of implementation therefore has not reached the end of the customers

and may have been lost between the throughputs of the entire process of service

delivery.

3. Differing perceptions attributed to the disparity on the customer and employee

assessments. For instance, customers think transaction should end outright, right then

and there yet employees while ensuring transactions end on time, are guided by the

conceived and pledged time duration contained in the Charter.

4. Physical working condition is assessed favorably by the respondents. As with the

other indicators, the assessment of customers is lower than that of the employees

though still within the affirmative attitude.


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5. The interaction of various indicators on ARTA implementation such as compliance to

ARTA provisions, frontline service delivery, service quality and physical working

condition contribute to the over-all satisfaction of customers. A mere smile at the end

of transaction may not necessarily mean over-all satisfaction.

Recommendations

1. Revisiting and re-assessing the implementation of the indicators on compliance to the

ARTA provisions is in order. Offices delivering frontline services may consider the

conduct of thorough evaluation and assessment on their adherence to the Citizens

Charter, wearing of ARTA IDs, manning the PACD as scheduled, and adherence to

the no noon break policy including attending to customers even beyond official

work hours. Results of the evaluation can be incorporated in the updated edition of

the Citizens Charter of the LGU.

2. Offices may bank on the conduct of appraisal and evaluation on the indicators on

frontline service delivery in order to trace where and at what instant the efforts of

implementation were less felt than implemented. Evaluation can be used as input in

the reengineering of processes and procedures for frontline service delivery.

3. It is necessary to redefine output/result in the context of quality, efficiency and

timeliness and relate this into the office performance commitment review. Timeliness,

fairness and knowledge and competence can also be improved by revisiting existing

standards and reengineering should it becomes necessary so as to effect enhanced

attitude on the part of the customers.


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4. Direct efforts on enhancing basic facilities such as comfort rooms, waiting area and

facilities for pregnant women, persons with disability and the elderly. Though these

do not directly relate to service delivery and quality, they affect the entirety of the

transactional experience of customers visiting the frontline offices of the LGU.

5. In order to attain optimum customer satisfaction, all other areas of ARTA

implementation must be looked into, improved and enhanced to be better felt by the

customers. Moreover, in addition to existing feedback forms, it might be necessary to

enjoin customers to fill-up a readily available coupon showing happy, blank, and sad

face representing their over-all satisfaction rating for the service received.
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Chapter 5

THE STRENGTHS AND WEAKNESSES OF ARTA IMPLEMENTATION IN

MARAMAG

This Chapter examines the strengths and weaknesses of the implementation of the

ARTA of 2007 in the Local Government Unit of Maramag on the crucial factors of

integrity/honesty; accountability/responsibility; and proper management of public affairs and

properties.

5.1 Introduction

This study is based on Republic Act 9485 otherwise known as Anti-Red Tape Act of

2007, an act to improve efficiency in the delivery of government service to the public by

reducing bureaucratic red tape, preventing graft and corruption, and providing penalties

therefore.

Specifically, Section 2 of RA 9485 declares that it is 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.


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Anchored on the above declaration, this paper investigated the strengths and

weaknesses of the LGU-Maramag ARTA implementation which has been going on for more

than four (4) years in the context of integrity/honesty; accountability/responsibility; and

proper management of public affairs and properties. Additionally, the researcher tried to

unravel best practices gauging from the strengths in ARTA implementation that the result

revealed.

Distinctively, this answered the inquiry on the strengths and weaknesses of the ARTA

implementation in LGU-Maramag as assessed by the employees and the customers in the

following areas of :integrity/honesty ; accountability/responsibility; and proper management

of public affairs and properties.

5.2 Methodology

The procedure of gathering data was through key informants interview,

questionnaires and observations as well. The questionnaires contained demographic data of

respondents in Part I and Part II obtained the views of the frontline employees and

customers/transacting public on the strengths and weaknesses of the ARTA law

implementation. Result of this study can serve as basis for further reengineering of systems

and procedures to achieve dramatic changes in the milieu of public service delivery.

Thirty (30) randomly selected customers/transacting public from January 7-17, 2014

and all frontline service providers of the LGU were subjected to this case study. The number

of customer-respondents per office was identified based on the number of frontline services

offered by that office. In the same manner, employee-respondents included all frontline

service providers who were physically present during the survey. The primary data derived
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
through multiple responses were triangulated and validated from available secondary data.

Analysis technique employed descriptive statistics.

5.3 Presentation and Analysis of Data

The assessment of the respondents on the strengths and weaknesses of ARTA

implementation on three areas of concern were consolidated and analyzed using descriptive

statistics.

5.3.1 Demographic Data of Respondents

The demographic data of respondents is presented in the preceding chapter.

Customer-respondents were dominated by female indicative of the fact that it is usually

women that visit government offices for transactions (see 4.4.1). On the other hand,

employee-respondents were dominated by male clearly attributed to the reality that 63.06%

of LGU manpower are male (4.4.2).

5.3.2 Integrity/Honesty

Every individual who enters government service carries with him his set of values

and attitudes which reflects in his behavior as a social being who has responsibilities in

public service delivery. Moral values largely encompass integrity/honesty and will

undoubtedly have impact on the way services are delivered by the employee. On top of these

individual traits, are the norms of conduct set for public officials and employees which also

puts premium on honesty.

Integrity has something to do with apparent regularity of actions, values, methods,

processes, principles, expectations and even outcomes. As a virtue, it refers to quality of


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persons character or simply moral soundness. Halfon in 1989 defined integrity in terms of

moral purpose by equating integrity to a persons dedication in the pursuit of moral life and

the intellectual responsibility in seeking to understand the demands of such life. Paluga

(2012) also found out the compliance of employees with regards to integrity/honesty

mirrored integrity in terms of moral purpose as defined by Halfon (1989).

In LGU-Maramag ARTA implementation, integrity/honesty focuses on the regularity

of the application of policies and procedures, appropriateness of information dissemination

and sincerity in delivering quality frontline services for customers welfare and satisfaction

(LGU-Maramag Citizens Charter, 2009).

Results of the study uncovered that the knowledge of the employees is the number

one strength in the aspect of integrity/honesty as assessed by 86.87% of the customers (Table

10). This is shared by the 62.37% of the employees whose responses also pointed out the

same strength as shown in Table 9.

Indeed knowledge is power. True enough, highly knowledgeable employees are

the number one edge of ARTA implementation of the LGU particularly on integrity and

honesty. Full understanding and appreciation of the law and its implementing rules and

regulations is likely to have fuelled the employees to always strive to honestly abide by its

mandates. One factor which accounted for the knowledge of employees on ARTA is the

conduct of orientation program for new entrants. RA 9485 and its IRR is one of the topics

discussed during orientation program for new entrants regardless of status of employment

which speak of their knowledge and understanding of the law.

Conversely, 26.67% of the customers themselves considered their lack of

understanding on ARTA on top of the list of weaknesses in the area of integrity/honesty


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(Table 10). Customers who know less or nothing on ARTA and its provisions can prove very

demanding and challenging to the entire process of service delivery. Though there is every

reason to say and believe that customers are always right, their unawareness might put

them or the service providers at a disadvantage.

Likewise, Table 10 further shows that 48.39% of the employees considered attitude of

customers as the primary weak point in this area. In reference to what they call dirty dozen,

customers and employees alike can take on any of the 12 types of attitudes such as snipers

and bulldozers, to mention a few. Essentially, the attitude of customers the very moment they

enter the premises of the office can influence the ensuing key moments of truth of service

delivery.

Table 9. Strengths of ARTA implementation on integrity/honesty

Customers Employees
Strengths Freq. % rank Strengths Freq. % rank

1. knowledge of the 26 86.67 1 1. Knowledge of 62 62.37 1


employees employees
2. attitude of 20 66.67 2 2. Attitude of 54 59.14 2
employees employees
3. awareness of 17 56.67 3 3. Available 49 67.74 3
customers on the feedback
provisions of ARTA mechanism

4. available feedback 13 43.33 4 4. Awareness of 31 61.29 4


mechanism customers on
the provisions
of ARTA
5. attitude of 9 30.00 5 5. Attitude of 27 63.33 5
customers customers
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Table 10. Weaknesses of ARTA implementation on integrity/honesty

Customers Employees
Weakness Freq. % rank Weakness Freq. % rank

1. lack of 8 26.67 1 1. attitude of 45 48.39 1


understanding of customers
customers on
ARTA

2. Attitude and 7 23.33 2 2. lack of 39 41.94 2


principles of understanding of
employees customers on
ARTA
3. attitude of 6 20.00 3 3. Attitude and 30 32.26 3
customers principles of
employees

4. varying views, 6 20.00 4 4. varying views, 22 23.66 4


opinions and opinions and
personal agenda personal agenda

5. Lack of 5 16.67 5 5. Lack of 22 23.66 5


knowledge on knowledge on
the law the law

5.3.2 Accountability/Responsibility

Accountability/responsibility is a form of trustworthiness; the trait of being

answerable to someone for something or being responsible for ones conduct (Wordbook,

2013). The performance pledge contained in the Charter of the LGU-Maramag is spelled in

CARES which puts primordial attention to reliable and consistent service delivery of services

with utmost accountability without discrimination regardless of the clients gender, race,

belief and political affiliation or preference, always mindful that a public office is a public

trust (2009).
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To a large extent, accountability plays pivotal role in ensuring the attainment of

responsive, efficient, effective and transparent service to the public as it reins in the abuse of

authority by public officials and employees.

Data gathered yielded the strengths on accountability/responsibility wherein reliable

and consistent service and right information at the right time topped the strengths as

identified by 73.33% of the customers (Table 11). It is but natural for customers to put prime

attention to the delivery of consistent and reliable service irrespective of their individuality

and personal circumstances and the disclosure of right information at the right time. This tells

of the efficiency of ARTA implementation in the LGU in the context of

accountability/responsibility in being able to attain reliability and consistency in service

delivery and keeping the information flow rightly towards desired recipients.

Similarly, 67.74% of the employees considered quality service as the primary

strength in this area. Since accountability entails answerability for actions, outputs and

deliverables, this tells of the utmost concern of the employees in being able to give quality

service in every frontline service delivery. They would not want to risk being complained off

for incompetence, failure to perform or other similar offenses from a dissatisfied customer

who is well aware of the provisions of the law.

Only 20% of the customers considered absence of designated signatory for official

documents and undermanned offices among the weaknesses for accountability/responsibility

area (Table 12).


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Table 11. Strengths of ARTA implementation on accountability/responsibility

Customers Employees
Strengths Freq. % rank Strengths Freq. % rank

1. Reliable and 22 73.33 1 1. Quality service 63 67.74 1


consistent service

2. Right information 22 73.33 1 2. Reliable and 59 63.44 2


at right time consistent service

3. Quality service 21 70.00 2 3. Available 58 62.37 3


signatory for
official
documents
4. Available 20 66.67 3 4. Right information 57 61.29 4
signatory for at right time
official
documents

5. Outright action on 19 63.33 4 5. Outright action 55 59.14 5


complaints on complaints

The LGU is still on the process of slowly adding employees to its rooster of plantilla

employees. Thus, there may be times when heads of offices/official signatories are out of the

station for official businesses or approved leaves and nobody can be designated to sign

official documents. Though expressly provided in the Charter as an exception to the so called

normal situations, this will require customers to come back for their documents until the

return of official signatory.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Table 12. Weaknesses of ARTA implementation on accountability/responsibility

Customers Employees
Weakness Freq. % rank Weakness Freq. % rank

1. No designated 6 20.00 1 1. weak feedback 22 23.66 1


signatory for mechanism
official documents
2. undermanned 6 20.00 1 2. lack of 19 20.43 2
offices responsible
employees
3. weak feedback 5 16.67 2 3. lack of 15 16.13 3
mechanism information
dissemination
4. lack of information 1 3.33 3 4. undermanned 11 11.83 4
dissemination offices
5. No designated 9 9.68 5
signatory for
official
documents

The employees on the other hand identified weak feedback mechanism as the weakest

area. The installation of the required feedback mechanism is complied with. However,

employees see the limitation of the system in generating feedback and monitoring the status

of ARTA implementation since majority if not all of the daily customers frequenting the LGU

would not take time to fill-up the feedback form. They maybe too in a hurry or they do not

feel the need to comment on their visit with the offices of the LGU.

5.3.3 Proper management of public affairs and properties

Kristen Norman-Major (2012) presented the four Es of great governance. She cited

that a framework and awareness of how economy, efficiency, effectiveness and equity

influence the shape of the final policy or program can simplify the process and provide a
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solid base for local government operations. Downer (2004) stated that competent

management of a countrys resources and affairs constitutes good governance. Proper

management of public affairs and public properties covers optimum use of resources to

ensure effective and efficient socio-economic development (LGU-Maramag Citizens

Charter, 2009).

According to Leveriza (2010), there are many differing ideas about management

process but one thing is clear, it is working with people. He further stressed that the people

are organized in formal groups to achieve the desired goals necessary to maximize utilization

of the available resources of organizations.

Based on the data gathered, support of top management was identified by 60% of the

customers as the major strength of ARTA implementation in the context of proper

management of public affairs and properties as reflected in Table 13. This is shared by

68.82% of the employees who also considered support of top management the number one

strength. The same is disclosed by the ARTA Focal Person of the LGU, Mr. Francisco Y.

Cipriano, Jr., MPDC who made mention of the top managements support not just in ARTA

but in all other program implementation.

Table 13. Strengths of ARTA implementation on proper management of public affairs and
properties for customers

Customers Employees
Strengths Freq. % rank Strengths Freq. % rank

1.support of top 18 60.00 1 1. support of top 64 68.82 1


management management
2.Posted process 14 40.00 2 2. Posted process 61 65.59 2
flows of services flows of services
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3.PACD manned by 13 46.67 3 3. PACD manned by 49 52.69 3
responsible responsible
Officer of the day Officer of the day

4.implementation of 12 43.33 4 4. Reduction in 48 51.61 4


cost cutting number of
measures signatories for
applications

5.Reduction in 11 36.67 5 5. implementation 47 50.54 5


number of of cost cutting
signatories for measures
applications

As to the weakness of ARTA implementation on proper management of public affairs

and properties, 16.67% the customers pointed out the number of signatories for

applicationsand existing systems and procedures (Table 14). Similarly, 22.58% of the

employees also identified existing systems and procedures on top of the list.

Table 14. Weaknesses of ARTA implementation on management of public affairs and


properties for customers

Customers Employees
Weakness Freq. % rank Weakness Freq. % rank
1. Number of 5 16.67 1 1. existing systems 21 22.58 1
signatories for and procedures
applications
2. existing systems 5 16.67 1 2. Leniency of 10 10.75 2
and procedures employees
3. No OD at PACD 3 10.00 2 3. Number of 9 9.68 3
signatories for
applications
4. Leniency of 3 10.00 2 4. ambiguous 6 6.45 4
employees postings on
process flows
5. ambiguous 1 3.33 3 5. No OD at 5 5.38 5
postings on PACD
process flows
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The law mandates the reduction of signatories of applications into three (3). This has

been implemented. For instance, the application for business permit from more than five (5)

signatories now requires two (2), As a result, the documentary requirements to support the

application is increased. This might have been one of the instances that customers are

referring to. As for the employees, existing systems and procedures that they were used to

prior to the implementation of the ARTA of 2007 is getting in the way of the ARTA

implementation. Indisputably, those who have been in the service a long time more than

twenty years were exposed to the old ways and processes of delivering public service. Back

then, indicators and service standards were different which have been embedded in their

system. The factor of age also plays a role in being adaptable to the fast changing times.

5.4 Summary, Conclusion and Recommendations

This paper gauged in-depth the implementation of ARTA in LGU-Maramag in a

nature of a case study and used multisource of information and exploited all possible data

gathering techniques. Key informants interview (KII), questionnaires and observations were

employed in data gathering. Views of all frontline employees in attendance during the survey

and thirty (30) randomly selected customers were focal points in assessing the strengths and

weaknesses of ARTA implementation.

Findings

The following are the findings of the study on the strengths and weaknesses of ARTA

implementation on integrity/honesty; accountability/responsibility; and proper management

of public affairs and properties:


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
1. In the aspect of integrity/honesty, knowledge of the employees is the number one

strength of ARTA implementation in LGU-Maramag as assessed by 86.87% of the

customers and shared by the 62.37% of the employees. Conversely, lack of

understanding of customers on ARTA is conceived by customers themselves as the

top weakness in this area. Employees also considered attitude of customers as the

primary weak point in this area.

2. On accountability/responsibility, reliable and consistent service and right information

at the right time as identified by 73.33% of the customers and quality service as

assessed by 67.74% of employees topped the strengths showing the effectiveness of

ARTA implementation of the LGU in delivering not only reliable and consistent but

quality service and in giving right and timely information to the customers. For the

weaknesses, customers considered absence of designated signatory for official

documents and undermanned offices whereas employees identified weak feedback

mechanism.

3. In the context of proper management of public affairs and properties, the support of

top management was identified by both the customers and employees as the major

strength of ARTA implementation parallel to the idea presented by the ARTA Focal

Person of the LGU, Mr. Francisco Y. Cipriano, Jr., MPDC who stressed the vitality of

the support of top management in any undertaking of the LGU such as the

implementation of the ARTA of 2007. The factor on existing systems and procedures

is shared by both the customers and employees as the major weakness in this part.
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Conclusions

1. On integrity/honesty, the strength is centered on the employees end while the

weakness is on the customers end. This tells of the crucial roles played by both the

frontline service providers and customers in the implementation of ARTA.

2. On accountability/responsibility, the weaknesses conceived by customers speak of the

structure and staffing of the LGU which is still slowly being addressed through the

implementation of new staffing pattern by tranche.The limitation of the system in

generating feedback and monitoring the status of ARTA implementation seen by the

employees denote that customers generally cared not in giving feedback.

3. Way of doing things and people element plus the factor of adaptability to the fast

changing times all proved as the challenges in this area of concern

Recommendations

1. A stakeholders forum and continued information campaign on ARTA implementation

can be resorted to ideally at the grassroots to increase the level of understanding

among customers in order to transpose this weakness into strength.

2. It is recommended to sustain or even enhance the existing strengths. Moreover, the

deliberate implementation of the new organizational structure and staffing pattern of

the LGU should also be maintained until such time that required number of

responsible employees is reached. In order to strengthen the feedback and redress

mechanism, OD at the PACD should encourage customers to give feedback and be

required to have at least twenty (20) feedback forms filled by customers at the end of

the day.
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3. Given the support of the top management to the ARTA implementation in the LGU,

the weaknesses identified in the study can be given consideration and addressed so as

to become strengths. For example, employees who cling to the old system and

processes of service delivery can be given opportunity to get abreast with the

mandates of ARTA through reorientation, frontline service delivery simulations and

even job rotations should it becomes necessary.


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Chapter 6

THE PROBLEMS OF ARTA IMPLEMENTATION IN MARAMAG AND THEIR

SUGGESTED INTERVENTIONS

This Chapter deals with the problems encountered in the implementation of the

ARTA of 2007 in the Local Government Unit of Maramag. It also presents suggested

interventions conceived by respondents and the proposed intervention plan address identified

problems.

6.1 Introduction

Republic Act 9485 or the Anti-Red Tape Act of 2007, an act to improve efficiency in

the delivery of government service to the public by reducing bureaucratic red tape,

preventing graft and corruption, and providing penalties therefore is one of the milestones in

Philippine bureaucracy in dire effort of forwarding public service delivery to another level of

effectiveness and efficiency.

Yet, as with any other institutional reforms all over the world, problems are expected

to surface on the course of its implementation. The problems could very well be within the

realm of structure, system, skills and support mechanism.

Wikipedia defines human behavior as the range of behaviors exhibited by humans

and which are influenced by culture, attitudes, values, ethics, authority, rapport, hypnosis,

persuasion, coercion and/or genetics. As a result, human behavior in an organization is

influenced by individual values and ethics dictated by cultural norms and ethical system of

the bureaucracy.
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In any government undertaking such as curbing the universal problem of graft and

corruption, public support becomes indispensable. People ought to involve themselves in the

government affairs. Hence, this study desires to uncover the problems encountered by the

employees and customers in LGU-Maramag ARTA implementation as well as their

conceived resolutions. Knowing these issues will enable the researcher come up with

acceptable intervention plan to improve ARTA implementation in the LGU.

This study tried to find out the problems and their suggested interventions in LGU-

Maramags ARTA implementation. Specifically, this aimed to ascertain the problems

encountered and the suggested interventions to address identified problems in the ARTA

implementation in LGU-Maramag as assessed by the employees and the customers.

6.2 Methodology

Data gathering was essentially through survey questionnaires. The questionnaires are

divided into two (2) parts. Part I gathered the demographic data of respondents. Part II

solicited the views of the frontline employees and customers/transacting public which were

crucial points in finding out the problems and their resolutions in the implementation of the

Act and subsequently guided the researcher in proposing interventions and relevant courses

of action in compliance of the law. Result of this study can serve as basis for the further

reengineering of systems and procedures to achieve dramatic changes in the milieu of public

service delivery.

Thirty (30) randomly selected customers from January 7-17, 2014 and all frontline

service providers of the LGU were subjected to this case study. The number of customer-

respondents per office was identified based on the number of frontline services offered by
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that office. The primary data obtained were triangulated and/or validated thru an unstructured

interview or from available secondary data to ensure internal and external validity. Analysis

technique employed descriptive statistics.

6.3 Presentation and Analysis of Data

Results of the study yielded certain factors posing as problems or major concerns to

customers and employees in the ARTA implementation of the LGU.

6.3.1 Demographic Data of Respondents

The demographic data of respondents is presented in the preceding chapter.

Customer-respondents were dominated by female indicative of the fact that it is usually

women that visit government offices for transactions (see 4.4.1). On the other hand,

employee-respondents were dominated by male clearly attributed to the reality that 63.06%

of LGU manpower are male (4.4.2).

6.3.2 Compliance to ARTA provisions

The study was able to ascertain the problems encountered in the area of compliance to

the ARTA provisions from the views of the respondents. Remarkably, the customers did not

see any problem on this area which supported their satisfied assessment. However,

employee-respondents encountered problems as shown on Table 15. These are centered on

the need for manning the PACD. Undeniably, some officers of the day (ODs) do not report to

the PACD despite having received the executive issuance on their schedule. Instead, just to

have someone at the counter, job orders assigned in their office take their place.
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
There is no question that the PACD is manned which explains why customers did not

find any problem in this area. The challenge however lies on who is supposed to attend the

desk. The law necessitates that a knowledgeable employee man the PACD who can readily

answer questions, complaints, inquiries and requests of the transacting public.

Notwithstanding job orders are also well-oriented and informed of the provisions of ARTA

and the contents of the Citizens Charter of the LGU, they are not the responsible

employees contemplated by the law.

Table 15. Problems encountered and suggested interventions on compliance to ARTA


provisions

Problem/s encountered Suggested Intervention/s


Employees
Not all assigned Officer of the OD should do assigned task; no
Day (OD) do their assignment replacement unless with valid reason
Some offices/employees do Assign person to check/monitor
not implement or follow compliance by employees
ARTA provisions
Sometimes JOs are assigned in Employees assigned as OD should
PACD if regular employees be required to report to PACD
assigned are not around
Some offices allow JOs to Manning the PACD should be
attend to customers at the opened to all JOs
PACD

6.3.3 Frontline service delivery

Required documents not listed and the lengthy processing were encountered by

customers in frontline service delivery (Table 16). As a measure of addressing these

concerns, they are suggesting the listing of required documents per transaction and their

posting outside the offices and the possibility of hastening the process of service delivery.
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
With the present implementation, offices have posted the list of frontline services at

the conspicuous places. The documentary requirements are also contained in the process

flows of each service type. As this is the case, issues maybe on the clarity, readability and

specific location of the publications. As observed, posted information are in tarpaulin

materials showing bright colors as background and containing text in relatively large fonts

which may prove unfriendly for readers particularly those already on their prime.

The processing time for frontline services pledged in the charter was determined through

time and motion study conducted during the time of the crafting of the Charter in 2009.

Since, technology has continued to evolve through time, customers may have expected the

use of these technological advancements by the LGU in enhancing the flow of transactions

and in streamlining of processes resulting to reduction in period to conclude the delivery of

services.

Table 16. Problems encountered and suggested interventions on frontline service


delivery

Problem/s encountered Suggested Intervention/s


Customers
1. Sometimes documents required 1. Required documents in every transaction
in the processing of requests are be listed and posted outside the office
not listed concerned

2. Lengthy processing time 2. hasten the process

6.3.4 Physical working condition

The study revealed that customers and employees were equally concerned on ARTA

implementation particularly in physical working condition under basic facilities. This


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
corresponds to the low assessments of the respondents chiefly on comfort rooms bared in the

previous chapter. Table 17 lists the problems of respondents which revolved on the condition

of the comfort rooms in LGU offices. It is suggested that regular maintenance and

monitoring of the cleanliness be done. The conduct of orientation for Utility Workers and

their supervision by the General Services Office is also recommended. Moreover, the lack of

ramp posing as a major limiting factor for differently-abled persons to reach the offices

located on the second level of the municipal building is also stressed.

General condition of the premises of an office contributes to the effectiveness of

service delivery. For offices rendering frontline services to the public, it is so required that

physical set-up and basic facilities be given consideration. As disclosed in the earlier

chapters, customers are satisfied by the physical set-up of the LGU offices. This is expected

since the assignment of specific space has taken into account that offices sharing

responsibilities for frontline services are relatively near and highly accessible. Similarly, the

previous assessment on basic facilities which yielded the lowest mean for comfort room

though affirmative presents the likelihood of challenges encountered in the area.

Utility Workers assigned in maintaining the cleanliness and hygiene of these facilities

are also tasked to perform other related functions from time to time. As observed, at least two

(2) to three (3) times these UWs perform cleaning activities of their assigned areas in a day.

Additionally, performance is not strictly monitored. True enough, in order to live up to the

name of the facility, comfort room, general condition should be ensured that users are able

to feel comfort.
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Table 17. Problems encountered and suggested interventions on physical working
condition

Problem/s encountered Suggested Intervention/s


Customers
Comfort rooms are dirty Regular maintenance and cleaning of
comfort rooms
Employees
comfort rooms and latrines are UWs should undergo orientation and
untidy; no longer comfort be supervised by the General
room because we feel Services Office
uncomfortable
Lacks ramp for differently- Provide ramp for differently-abled
abled persons persons

6.3.5 Over-all satisfaction

Frontline service providers were concerned about over-all satisfaction of customers

being affected by the lack of documentary requirements (Table 18). As a result, employees

are recommending the presentation by customers of the complete documents in order to

conclude the transaction and derive satisfaction thereat.

This is in consistent with the findings earlier revealed regarding the lack of

knowledge of customers on the provisions of ARTA and the citizens charter. A customer

who has limited knowledge of the provisions of the law, the transactions of services availed

and the documentary requirements even the fee is likely to visit the office without bringing

necessary requisites.

The ARTA law necessitates receipt of applications and subsequently acting on these

applications within the prescribed period. However, processing surely will not proceed for

lack of supporting documents which can render an expectant customer dissatisfied.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Table 18. Problems encountered and suggested interventions on over-all satisfaction

Problem/s encountered Suggested Intervention/s


Employees
customers get frustrated due to complete documents should be
lack of documentary presented to conclude the transaction
requirements so to as not to get frustrated

6.4 Summary, Conclusion and Recommendation

This paper gauged in-depth the implementation of ARTA in LGU-Maramag in a

nature of a case study and used multisource of information and exploited all possible data

gathering techniques. Key informants interview (KII), questionnaires and observations were

employed in data gathering. Views of all frontline employees in attendance during the survey

and thirty (30) randomly selected customers were focal points in the problems encountered in

ARTA implementation and their suggested interventions.

Findings

The following are the findings of the study:

1. Under the Compliance to ARTA provisions, only the employees were challenged on

the manning of the PACD. Others allowed job orders to man the counter on behalf of

the responsible employees contemplated by the law. There were those who suggested

the assigned ODs be required to man the PACD with no substitution however, there

are also those who proposed that manning PACD be opened for job orders instead.

2. For frontline service delivery, only the customers expressed concern on the

documentary requirements and the lengthy processing time and suggested the listing
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
and posting outside the offices and the possibility of hastening the process of service

delivery.

3. In the area of physical working condition both were concerned on basic facilities

particularly the comfort rooms. Regular maintenance and monitoring of the

cleanliness and the conduct of orientation for Utility Workers and the transfer of

supervision to the General Services Office were recommended.

4. For the over-all satisfaction, frontline service providers were the ones concerned by

the lack of documentary requirements and suggest customers present complete

documents in order to conclude the transaction and derive high level of satisfaction.

Conclusion:

1. It surfaced that customers and employees have varying views as to what they consider

as problems. Similar concern over physical working condition particularly the

comfort rooms under basic facilities, which is highly observable, is shared by the

respondents.

Recommendations:

1. In the light of helping address the identified problems, the researcher crafted a

Recommended Action Plan which contains recommended strategies, timeframe,

office and persons responsible and expected outcome.

1.1. Under compliance to ARTA provisions, the objectives include: (1) to ensure that

OD report to PACD as scheduled; (2) to monitor adherence to ARTA

implementation; and (3) to guarantee that PACD is manned by responsible


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
employees. In the scheduling of OD, the exclusion of permanent employees

whose actual duties require frequent exposure to field situations can be employed

to attain the first objective and generate the expected outcome of permanent

employees scheduled to man the PACD being able to do the assigned task. For

the second objective and the expected outcome of strengthened implementation

of ARTA in LGU offices, the active support of heads of offices is vital thus, they

can be actively involved in monitoring and reporting of compliance by

concerned staff, which report can be the basis for disciplinary action. In order

that the PACD concerns are attended to only by responsible employees, the

strategies of no replacement unless with valid reason; OD to look for their

replacement (also responsible employees, not JOs); no JOs allowed to man the

PACD can all be resorted to.

1.2. For frontline service delivery, the objective of ascertaining all documentary

requirements are listed to generate the outcome of customers bringing complete

requirements in going to LGU offices can utilize the strategy of offices to

prepare readily available requirement checklist per type of service for easy

distribution and or attachment to the application forms. Similarly, the objective

of updating of response time to produce the outcome of reengineered processes

and updated citizens charter can be attained through the revisiting of existing

process flows by conducting time and motion studies.

1.3. For physical working condition, the objective is to institute monitoring of

cleanliness of comfort rooms. The strategies of having concerned UWs detailed

at the GSO and the Utility Foreman monitor performance at least every two (2)
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
hours will ensure round the clock cleanliness. Additionally, provision of basic

facility particularly, installation of ramp is necessary to enable differently-abled

persons reach the offices in the second floor.

1.4. On the over-all satisfaction, the objective is to inform customers of the

documentary requirements for their transactions. The conduct of IEC or reminder

during airtime of the information officer in the local radio station and the

preparation and distribution of flyers containing the list of frontline services and

their corresponding requirements can be employed to ensure satisfied customers.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Recommended Action Plan

Area/ Responsible
Problems encountered Objectives Strategies Office/ Timeframe Expected outcome
Persons
Compliance to ARTA provisions
1. Not all assigned 1. To ensure that 1. Exclude in the HRMO Q4 Permanent employees
Officer of the Day assigned OD scheduling of OD all LCE scheduled to man the
(OD) do their report to PACD permanent employees PACD are able to do
assignment as scheduled whose actual duties their assignment
require frequent
exposure to field
situations
2. Some 2. To monitor 2. Office heads be MMO Q2 Strengthened
offices/employees do adherence to the actively involved in LCE implementation of
not implement or implementation of the monitoring and Office heads ARTA
follow ARTA ARTA reporting of
provisions compliance by
concerned staff
3. 1 Sometimes JOs are 3.1 No replacement
assigned in PACD if unless with valid
regular employees reason be allowed;
assigned are not Assigned OD be the
3. To guarantee
around one to look for their PACD concerns are
that PACD is
replacement who are MMO attended to by
manned only by Q2
also responsible LCE responsible
responsible
employees (not JOs) employees
employees
3. 2 Some offices allow 3.2 No job orders be
JOs to attend to allowed to man the
customers at the PACD
PACD
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Area/ Responsible
Problems encountered Objectives Strategies Office/ Timeframe Expected outcome
Persons
Frontline Service Delivery
1. Sometimes 1.To ascertain all 1. Offices to prepare MMO Q2 Customers bring
documents required documentary readily available LCE complete
in the processing of requirements are requirements checklist Office heads requirements in
requests are not listed listed per type of service for going to LGU
easy distribution and/or offices
attachment to application
forms
2. Lengthy processing 2. To update 2. Offices delivering MMO Q2 Reengineered
time response time frontline services be LCE processes; updated
required to revisit Office heads citizens charter
existing process flows by employees
conducting time and
motion studies to
possibly hasten the
process
Physical Working Condition
1. Comfort rooms and 1.1.Utility Workers in- LCE
latrines are untidy; no charged in the GSO
longer comfort room maintenance of Office heads
because we feel comfort rooms be UWs
uncomfortable 1.To institute detailed to the General
Services Office Performance of UWs
monitoring of
objectively assessed
cleanliness of 1.2.Utility Foreman to GSO an included in OPCR
comfort rooms monitor performance at UF
least every two(2)
hours to ensure round
the clock cleanliness of
the comfort rooms
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

Area/ Responsible
Problems encountered Objectives Strategies Office/ Timeframe Expected outcome
Persons

2. Lacks ramp for 2. To provide basic 2. Installation of ramp or LCE Q3 Basic facilities for
differently-abled facility for similar facility to MEO differently-abled
persons differently-abled enable differently- persons fully
persons abled persons to reach provided
the second floor
Over-all satisfaction
1. customers get 1. To inform 1. Conduct of IEC on LCE
frustrated due to lack customers of ARTA emphasizing Office heads
of documentary documentary the documentary Information
requirements requirements for requirements in every Officer
their frontline service
transactions during the airtime of
the Information
Q3 satisfied customers
Officer
2. Prepare and distribute LCE
flyers containing the Office heads
list of frontline
services and the
corresponding
requirements
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Chapter 7

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

This Chapter summarizes the result of the case study conducted by presenting

evidences. Detailed assessments of the ARTA implementation of LGU-Maramag were

analyzed using descriptive statistics presented earlier in the preceding chapters. This Chapter

also presents the conclusion and recommendations based on the results and analysis of data

obtained in the study.

Summary

This paper assessed and evaluated in-depth the implementation of ARTA in LGU-

Maramag in a nature of a case study and used multisource of information and exploited all

possible data gathering techniques. Key informants interview (KII), questionnaires and

observations were employed in data gathering. Views of all frontline employees physically

present during the survey and thirty (30) randomly selected customers were focal points in

assessing ARTA implementation and in examining problems encountered. A five-point

Likert Scale was used to measure responses.

Findings

The following are the findings based on the problems presented on this study:

1. The indicators on the extent of implementation of ARTA of 2007 in the LGU of Maramag

are assessed favorably by both the customers and employees. Customer assessments are

generally one level lower than that of the employees.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
2. Strengths and weaknesses: For integrity/honesty, knowledge of the employees is assessed

by both customers and employees as the number one strength. Conversely, lack of

understanding of customers on ARTA and their attitude are the primary weak points in this

area. For accountability/responsibility, the strengths are topped by reliable and consistent

service and right information at the right time as identified by the customers and quality

service as assessed by employees. The customers pointed the absence of designated

signatory for official documents and undermanned offices while employees identified

weak feedback mechanism as weaknesses. For proper management of public affairs and

properties, support of top management is the major strength and the factor on existing

systems and procedures is the major weakness as assessed by both the customers and

employees.

3. The problems encountered by the respondents are: manning of the PACD; lack of

documentary requirements; lengthy processing time; cleanliness of comfort rooms; lack of

ramp for differently-abled persons. Their proposed interventions are: ODs be required to

man the PACD with no substitution; manning PACD be opened for job orders; listing and

posting outside the offices; possibility of hastening the process of service delivery; regular

maintenance and monitoring of the cleanliness and the conduct of orientation for Utility

Workers and the transfer of supervision to the General Services Office were

recommended.

Conclusion

Based on the results of the study, the following conclusions are drawn:
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
1. LGU-Maramag adhered and implemented the provisions of ARTA of 2007. The level of

implementation conceived by the frontline service providers to be at the fullest are not felt

by the customers who are satisfied with the services yet leave room for improvement.

2. Frontline service providers and customers both play crucial roles in the implementation of

ARTA such that knowledge of employees must be reflected on the understanding of

customers.

3. Customers and employees have varying views as to what they consider as problems.

Suggested interventions are relevant in enhancing the ARTA implementation of the LGU.

Recommendation

Based on the findings and conclusions of this study, the following are recommended:

For the LGU-Maramag:

1. Conduct an annual stakeholders forum and information campaign on ARTA

implementation to increase the level of understanding among customers particularly at

the grassroots.

2. Continue the deliberate implementation of the new organizational structure and staffing

pattern of the LGU to boost the number of responsible employees.

3. Update the Citizens Charter of the agency and come out with internal policies on ARTA

For frontline service providers/offices:

1. Continue and sustain the level of performance in the ARTA implementation.

2. Conduct of thorough evaluation and assessment on their adherence ARTA of 2007 in all

the indicators of its implementation leading to the reengineering of systems and

procedures.
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
For Officer-of-the-Day (OD):

1. Strengthen the feedback and redress mechanism by encouraging customers to give

feedback and have at least twenty (20) feedback forms filled by customers at the end of

the day.
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
BIBLIOGRAPHY

This part will list the literatures and references cited in the study in alphabetical order using

APA format.

Abers, Rebecca. 1998. From Clientelism to Cooperation: Local Government, Participatory

Policy and Civic Organizing in Porto Alegre, Brazil. Politics and Society 26(4):

511-537

Ackerman, J.M. 2005. Social Accountability in the Public Sector: A Conceptual Discussion.

Social Development Papers. Participation and Civic Engagement. Paper No. 82.

March 2005

Becker, Thomas E. Integrity in Organization: Beyond Honesty and Conscientiousness. The

Academy of Management Review. Vol. 23, No. 1 (Jan.1998), 154-161.

http://www.jstor.or/stable/259104

Civil Service Commission.(2008). Republic Act No. 9485 and its implementing rules and

regulations (CSC Resolution No. 081471).Diliman, QC: Phil.

Citizens Charter (2009). LGU-Maramag, Bukidnon

Downer, A. (2000).Good governance: guiding principles for implementation.

Commonwealth of Australia: Australian Agency for International Development.

Dunn, William N. Public Policy Analysis: An Introduction (as condensed by Salvador, MF)

Feldman, Martha and Anne Khademian (2001).Principles of Public Management Practice

from Dichotomies to Interdependence.Governance and International Journal of

Policy and Administration 14(3):339-361


85
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Flynn,N. Public Sector Management. The Public Sector in the UK. Retrieved from

http://www.google books

Halfon, M. (1989).Integrity: a philosophical inquiry. Retrieved from

http://www.temple.edu/tempress/titles/649_reg._print.html.

Harper, Douglas (2010).Onli.ne Etymology Dictionary. 2013vBulletin Solutions,

Inc.Wordreference forums

JPART. (1993). A Theory of Government Red Tape.3(3):273-304

Ledingham, J. (2007). Explicating Relationship Management as a General theory of Public

Relations.Journal of Public Relations Research. 15(2):181-198

Leveriza, Jose P. (2010). Public Administration: The Business of Government. Second

Edition.

Lockwood, Steve (1993). Humanities. Northern Montana College

Major, KN. The Four Es of Great Governance. Governing Your City.Minnesota Cities. May-

June 2012.p13

Municipal Profile. Municipal Disaster Risk Reduction and Management Plan.CY 2014-2016

New Organizational Structure and Staffing Pattern. LGU-Maramag

Osborne, David (2007). Reinventing Government: What a Difference a Strategy Makes. 7th

Global Forum on reinventing Government Building Trust in Government.26-29.

June 2007. Vienna, Austria.

Osborne, David, and Peter Plastik. 1997. Banishing Bureaucracy: The Five Strategies for

Reinventing Government. Reading, MA:.Addison-Wesley.

Osborne, David, and Ted Gaebler. 1992. Reinventing Government: How the Entrepreneurial

Spirit is Transforming the Public Sector; Reading, MA:.Addison-Wesley.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
OToole,Jr., L. 1997. Treating Networks Seriously: Practical and Research-Based Agendas in

Public Administration. JSTOR: Public Administration Review, Vol:57,No.1,

(Jan./feb. 1997)

Paluga, MSE. 2012. Assessment on the compliance of Anti-Red Tape Act of 2007.

Philippine Constitution (1987).

Puno, R. (2008). Primer on Anti-Red Tape Act of 2007.Local Government Academy, Manila,

Philippines.

RA 6713

Report Card Survey 2011

Report Card Survey 2012

Saludo, R. (2008). Primer on Anti-Red Tape Act of 2007.Local Government Academy,

Manila, Philippines.

Smyth, S. Public Accountability: A critical approach. Journal of Finance Management in

Public Services. 6 (2):27-45

Ssonko, D. (April 2010). Ethics and accountability, transparency, integrity and

professionalism in the public service: the Case of Uganda. Cotonov, Republic of

Benin.

Websters Dictionary and Thesaurus.2006. Geddes and Grosset David Dale House, New

Lanark 11 9DJ, Scotland

Wikipedia Mobile.2013

Wordbook 2013
87
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
APPENDIX A SURVEY QUESTIONNAIRE (CUSTOMER-RESPONDENTS)

MGA PANGUTANA ALANG SA PAG IMPLEMENTAR/PAGPATUMAN SA ANTI-


RED TAPE ACT (ARTA) SA LGU-MARAMAG
(Alang sa Kustomer)

Part I. Personal nga Pangutana

Ngalan (Optional) _____________________ Edad ___________________


Pinuy-anan _____________________ Sex _______Lalaki
_______Babae
Serbisyo nga _____________________
Gikinahanglan _____________________
(sa higayon sa survey)

Part II. Pangutana kabahin sa pagpatuman sa Anti-Red Tape Act o ARTA sa LGU-
Maramag

Palihog tubaga sa kinasing-kasing ang mga pangutana gamit ang musunod:

Grado/Marka Hulagway sa Kalidad Panag-ingnan

5 SOBRANG NAPATUMAN TANANG HIGAYON (9-10 of 10


KONTENTO KAAYO higayon)
UYON KAAYO

4 NAPATUMAN KAAYO KASAGARAN (7-8 of 10 higayon)


KONTENTO
UYON

3 NAPATUMAN USAHAY (5-6 of 10 higayon)


DILI SIGURADO
DILI SIGURADO

2 WALA KAAYO PANALAG-SA (3-4 of 10 higayon)


NAPATUMAN
DISKONTENTO
DILI UYON
1 WALA (0-2 of 10 higayon)
WALA NAPATUMAN
SOBRANG
DISKONTENTO
DILI KAAYO UYON
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

1.GILAPDON SA PAGPATUMAN SA BALAOD SA


ARTA
A. Pagsunod sa Kinahanglanon sa ARTA, Isip Kustomer, 5 4 3 2 1
1. Nakita, nabasa ug nasabtan ko ang Citizens Charter
ug mga paskin/ posters sa kampanya batok sa mga
fixer sa LGU-Maramag nga gibutang sa tataw nga
mga lugar
2. Ang mga empleyado nag suot ug ID
3. Adunay Public Assistance and Complaints Desk
(PACD)
4. Giresibuhan ang kinatibuk-ang kantidad sa akong
gibayad
5. Giatiman ako bisan sa panahon sa paniudto bisan
lapas na ang alas 12 o alas 5

Aduna ka bay nakita nga problema kabahin sa nahisgutan sa unahan? Palihog isulat sa ubos:

Sa problema nga imong gisulat, unsay imong suhestyon aron kini matubag? Palihog isulat:

B. Pagpadangat sa Nahiunang mga Serbisyo , Isip 5 4 3 2 1


kustomer,
6. Nasunod ang proseso sa serbisyo nga akong
gikinahanglan
7. Ang kalidad sa serbisyo nga akong gihandom akong
nadawat
8. Wala nilapas sa gitakna nga oras ang akong
transakyon
9. Nakalista ang mga dokumento nga gipangayo kanako
10. Untop ang kantidad nga akong gibayad sa balayronon

Aduna ka bay nakita nga problema kabahin sa mga nahisgutan sa unahan? Palihog isulat sa
ubos:

Sa problema nga imong gisulat, unsay imong suhestyon alang kini matubag? Palihog isulat:
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
C. Kalidad sa Serbisyo, Isip kustomer 5 4 3 2 1
11. Timeliness/Oras
a. Giatiman ako sa walay paglangan
b. Ang akong tuyo nahuman gilayon

12. Outcome/Resulta
a. Adunay pagbati ang empleyado nga nag atiman
ug nag proseso sa akong tuyo
b. Wala ako nagbalik balik aron sa pagpausab sa
akong gi proseso

13. Knowledge and Competence/Kahibalo ug Katakus


a. Igong kaalam sa empleyado nga ng proseso sa
akong tuyo
b. Wala nag sige ug pangutana sa ubang impleyado
sa detalye sa pamaagi o proseso sa serbisyo
c. Maayong gawi ang gipakita sa ng asikaso sa
akong tuyo

14. Fairness/Pagkapatas
a. Unang niabot, unang serbisyuhan
b. Walay gipasingit sa linya
c. Patas ang pag atiman kanamo nga mga kustomers

Aduna ka bay nakita nga problema kabahin sa mga nahisgutan sa unahan? Palihog isulat sa
ubos:

Sa problema nga imong gisulat, unsay imong suhestyon aron kini matubag? Palihog isulat:

D. Pisikal nga Kahimtang sa Opisina, Isip customer, 5 4 3 2 1


akong nakita nga
Pisikal nga plastada
15. Igo ug husto ang mga giya sa direkyson
16. Dali matud-an ang mga opisina nga naghatag sa mga
nahiunang mga serbisyo
17. Limpyo ug hapsay ang mga opisina
18. Husto ang suga/kahayag ug presko ang opisina
19. Hamugaway ang mga opisina
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Basic facilities for customers
20. Limpyo nga mga kasilyas
21. Adunay lugar hulatanan
22. Adunay mga pasilidad alang sa mga mabdos, lulid ug
mga edaran

Aduna ka bay nakita nga problema kabahin sa mga nahisgutan sa unahan? Palihog isulat sa
ubos:

Sa problema nga imong gisulat, unsay imong suhestyon aron kini matubag? Palihog isulat:

E. Kinatibuk-ang Pagbati, isip kustomer 5 4 3 2 1

23. Malipayon ako nga mibiya sa opisina human ang


akong opisyal nga transakyon

Aduna ka bay nakita nga problema kabahin sa mga nahisgutan sa unahan? Palihog isulat sa
ubos:

Sa problema nga imong gisulat, unsay imong suhestyon aron kini matubag? Palihog isulat:

2. KUSOG UG KAHUYANG SA PAGPATUMAN SA ARTA

Palihog tseke () ang tanang imong gituuhan nga mga kusog ug kahuyang sa
pagpatuman sa ARTA sa LGU-Maramag as mga musunod nga aspeto.

A. Kaligdong/Pagkamatinud-anon
KUSOG KAHUYANG
1. Kaalam sa mga empleyado 1. Kakulangon sa pagsabot sa balaod
2. pamaagi sa paghatag ug 2. Prinsipyo ug batasan sa mga
komento,suhisyon sa empleyado
implementasyon sa ARTA
3. Batasan sa mga empleyado 3. Batasan sa mga customer
4. Batasan sa mga customers 4. nakalain-laing tumong ug
panglantaw
5. Kahibalo sa mga kustomer 5. kakulangon sa kahibalo sa mga
kabahin sa probisyon sa ARTA kustomer kabahin sa ARTA
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Uban pa, palihog isulat Uban pa, palihog isulat
1. 1.
2. 2.
3. 3.

B. Tulubagon/Responsibilidad
KUSOG KAHUYANG
1. Adunay opisyal nga mamirma sa 1. Walay gitahasan nga mag pirma sa
mga dokumento opisyal nga dokumento
2. Dekalidad nga serbisyo 2. walay responsible nga mga
empleyado
3. Pagtubag sa mga reklamo diha 3. 3. kakulangon sa gidaghanon sa
diha empleyado
4. Masaligan ug makanunayong 4. 4. huyang nga sistema sa
serbisyo pagpadangat sa reklamo
5. Paghatag sa hustong 5. kulang nga pagpadangat sa
impormasyon impormasyon
Uban pa, palihog isulat Uban pa, palihog isulat
1. 1.
2. 2.
3. 3.

C. Hustong pagdumala sa kalihukan ug propredad sa publiko


KUSOG KAHUYANG
1. suporta sa nagdumala ug 1. Pagkatawhanon sa mga empleyado
kadagkuan
2. pagpakunhod sa mga galastuhan 2. problema sa sistema ug proseso
3. Gipaskin nga mga pamaagi ug 3. Dili klaro nga mga paskin sa
proseso pamaagi ug proseso
4. PACD nga adunay Officer of the 4. PACD nga walay nag duty
day
5. Paglimita sa mag pirma sa mga 5. Kadaghanon sa mag pirma sa mga
aplikasyon sama sa business aplikasyon
permit ug uban pa
Uban pa, palihog isulat Uban pa, palihog isulat
1. 1.
1. 2.
2. 3.

Daghan kaayong salamat sa imong pagtubag sa mga pangutana.


Maayong Adlaw!
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
APPENDIX B SURVEY QUESTIONNAIRE (EMPLOYEE-RESPONDENTS)

QUESTIONNAIRE ON THE IMPLEMENTATION OF ARTA OF 2007: THE CASE


OF LGU-MARAMAG
(For Frontline Employees)

Part I. Demographic Data

Name (Optional) _____________________ Gender ___________________


Position ____________________ Age __________________
Office ____________________
Years in Service ____________________

Part II. ARTA Implementation

Please rate the extent of implementation of the ARTA Law of LGU-Maramag using the
following criteria:

Rating Qualitative Description Qualifying Phrase

5 VERY MUCH implemented ALL THE TIME (9-10 of 10 instances)


VERY SATISFIED
STRONGLY AGREE
4 MUCH implemented MOST OF THE TIME (7-8 of 10
SATISFIED instances)
AGREE
3 IMPLEMENTED SOMETIMES (5-6 of 10 instances)
UNDECIDED
DONT KNOW
2 LESS implemented LESS IMPLEMENTED MOST OF THE
DISSATISFIED TIME (3-4 of 10 situations)
DISAGREE
1 UNIMPLEMENTED NOT IMPLEMENTED AT ALL (0-2 of
VERY DISSATISFIED 10 situations)
STRONGLY DISAGREE

3.Extent of Implementation of ARTA Law RATING


F. Compliance to ARTA Provisions 5 4 3 2 1
As a frontline employee, I
24. Adhere to the Citizens Charter and advocate the
anti-fixer campaign in delivering frontline services
to the customers
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
25. Wear ARTA-prescribed office ID
26. Man the Public Assistance and Complaints Desk as
Officer of the Day as scheduled (for permanent
employees only)/Observed PACD manned by an OD
27. Issue Official Receipts/or its equivalent for
payments received (for collectors)/Observed that
Official Receipts are issued for all payments
received
28. Adhere to the no noon break policy and attended
to customers even after official work hours

Problem/s encountered in this area:

Suggested intervention/s to address the problem:

G. Frontline Service Delivery 5 4 3 2 1


As a frontline employee, I
29. Follow step-by-step procedure in delivering frontline
service
30. Observe the service standards in each step
31. Complied the maximum time to conclude the
process
32. Require only the documents listed in the Charter
33. Collect only the exact amount of necessary fees (if
applicable)/no extra payment

Problem/s encountered in this area:

Suggested intervention/s to address the problem:

H. Service Quality 5 4 3 2 1
As a frontline employee, I
34. Timeliness
a. Immediately attend to customers
b. Ensure that transactions end on time
35. Outcome
a. Care of the output of service that customers
received
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
b. Outputs do not need revision
36. Knowledge and Competence
d. Extensive knowledge and skill in delivering
frontline service
e. Do not ask help or questions from colleagues
f. demonstrate good attitude in the course of
service delivery
37. Fairness
d. follow the first come, first serve basis
e. Do not allow insertion in waiting lines
f. Treat customers fairly

Problem/s encountered in this area:

Suggested intervention/s to address the problem:

I. Physical Working Condition 5 4 3 2 1


As a frontline employee, I consider compliance on the
following areas
Physical Set-up
38. Signages/direction guides for customers sufficient
and correct
39. Accessibility of offices providing frontline services
40. Cleanliness of office premises
41. Orderliness of work areas
42. Appropriate lighting and ventilation of offices
43. Customer-friendly lay-out of offices
Basic facilities for customers
44. Comfort rooms
45. Waiting area
46. Facilities for pregnant women, persons with
disability and the elderly

Problem/s in these areas:

Suggested intervention/s to address the problem/s:


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
J. Over-all Satisfaction 5 4 3 2 1
As a frontline employee, I

47. See contentment /satisfaction on the faces of my


customers

Problem/s in this area:

Suggested intervention/s to address the problem/s:

4.Strengths and Weaknesses of the ARTA Implementation

Please check statement/s you consider as the strengths and weaknesses of the LGU in its
ARTA Implementation in the areas of:

D. Integrity/honesty
Strength Weakness
1. Knowledge of employees 1. Lack of knowledge on the law
2. Available feedback mechanism 2. Attitude and principles of employees
3. Attitude of employees 3. attitude of customers
4. Attitude of customers 4. varying views and opinions and
personal agenda
5. Awareness of customers on the 5. lack of understanding of customers on
provisions of ARTA ARTA

Others, please specify Others, please specify


1. 1.
2. 2.
3. 3.

E. Accountability/responsibility
Strength Weakness
1. Available signatory for official 1. No designated signatory for official
documents documents
2. Quality service 2. lack of responsible employees
3. Outright action to complaints 3. undermanned offices
4. Reliable and consistent service 4. weak feedback mechanism
5. Right information at right time 5. lack of information dissemination
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Others, please specify Others, please specify
1 1
2 2
3 3

F. Proper management of public affairs and public properties


Strength Weakness
1. support of top management 1. Leniency of employees
2. implementation of cost cutting 2. existing systems and procedures
measures
3. Posted process flows of services 3. ambiguous postings on process flows
4. PACD manned by responsible 4. No OD at PACD
Officer of the day
5. Reduction in number of signatories 5. Number of signatories for
for applications applications

Others, please specify Others, please specify


1 1
2 2
3 3

Thank you very much for your cooperation.


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APPENDIX C GUIDE QUESTIONS FOR UNSTRUCTURED INTERVIEWS AND

KII

Frontline Employees:

1. As LGU-Maramag employee, do you consider yourself responsible to the citizens of

Maramag?

2. Do you think quality of service delivery affects how the general public sees Maramag

as a government office?

3. How do you understand ARTA?

4. Do you think ARTA Implementation of LGU-Maramag contributed to the efficiency

and effectiveness of LGU-Maramags frontline service? How? In what way?

5. On a general perspective, do you believe ARTA is a measure that can fully address

red tape in government offices? Why?

Frontline Customers:

1. As a citizen of Maramag, do you consider LGU-Maramag employees responsible to

you and to the citizens of Maramag?

2. Does quality of service delivery affects how you see Maramag as a government office

you think?

3. How do you understand ARTA?

4. Do you think ARTA Implementation of LGU-Maramag contributed to the efficiency

and effectiveness of LGU-Maramags frontline service? How? In what way?

5. On a general perspective, do you believe ARTA is a measure that can fully address

red tape in government offices? Why?


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Key Informants Interview: ARTA Focal Person

1. Insofar as the ARTA Implementation, what has the LGU done in compliance to the

provisions of the law?

2. What do you think is the extent of implementation on the following areas:

a. Compliance of ARTA provisions

i. Citizens Charter
ii. Anti-fixer campaign
iii. ID
iv. PACD
v. No hidden cost
vi. No noon break
b. Frontline service delivery

c. Service quality

d. Physical working condition

e. Over-all satisfaction

f. Can you see problems in these areas? What are these and what do you suggest

the LGU do to address these problems?

3. What do you think are the strengths, weaknesses, opportunities and threats of the

LGU-Maramag ARTA implementation in terms of:

a. Integrity/honesty

b. Accountability/responsibility

c. Proper management of public affairs and public properties

4. Do you think LGU-Maramag has best practice/s in its ARTA Implementation?


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
APPENDIX D LETTER TO HON. JOSE V. OBEDENCIO, MUNICIPAL VICE

MAYOR/ACTING MUNICIPAL MAYOR


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APPENDIX E LETTER TO MR. FRANCISCO Y. CIPRIANO, MPDC
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
APPENDIX F Letter to Ms. Florence A. Waban, LGOO V
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
APPENDIX G-1 VALIDATION OF INSTRUMENTS
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
APPENDIX G-2 VALIDATION OF INSTRUMENTS
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
APPENDIX H BACKGROUND OF THE MUNICIPALITY OF MARAMAG

Historical Background

Cultural Background

Maramag derived its name from Ag Ramag a contracted Manobo term for Ag

Ramag Ki Dini, which if freely translated means LET US EAT OUR BREAKFAST

HERE. The story goes that the Manobos were constantly in skirmish with the Maranaos for

supremacy over the locality. On the bank of the PulangiRiver, before going to battle, they

would eat their breakfast atop the large flat stones that abound in the area. Each time set for

battle, they would stop on the place, draw their plans, and have their meals. The place was

really nice as it offers a nearly level area, with the flat stones serving as tables and near the

river where one can simply wash their hands before taking in some food. The waters were

also enticing where one can bathe and rest before or after the skirmishes. The practice

became common that even in times of peace and as a sign of good faith, these lumads or

natives or early settlers even invite others who happen to pass by to partake meals with them

in much the same was as Maramag was equated to a picnic ground where one can rest and

take meals as short respite from either the travel, the trekking, the hunting and trapping or

from battle.

Through the years, even Christians (referred to as dumagats) started to come and

settle near the place. They too would stop and eat their meals on these big flat stones during

their hunting trips or as they travel on foot from one valley to another. As more and more

Christian settled in, the place become more commonly called as Maramag a homonym or a

contraction of the original Manobo term Ag Ramag.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
In recognition to our lumads or natives who were the early settlers in the

community, an Annual Celebration of KahalawanTeSebseb (Festival of Springs) is

celebrated. It is a weeklong celebration which commence with a Pamuhat or Rituals, a one-

day activity that shows off the ancient practices and beliefs of the Maramagnons before

Christian settlers arrived.

The highlights of the celebration is a unique street dancing competition, music and

dance theatre competition depicting myths, folklore and folktales of spring sources of

Maramag, Bukidnon.

Political Background

The political history of the municipality traces back when the late Deputy Governor

Cenon R. Paulican averred that people from different parts of the country began settling in

Maramag sometime in 1916. Years later, the people informally elected a leader among them

as the incipient local government started to take form. They called their leaders Captain.

These leaders normally remained in office for as long as their political abilities and

faithfulness to duty would allow, Monarchial in so many ways although an election process

was taking place. This system prevailed up to the Second World War.

In 1945, the first appointed Mayor was put in place to head the Municipal

Government followed by two (2) others. It was a year after July 12, 1946 that the

municipality became the host of the premiere agricultural school in Mindanao (now the

Central Mindanao University) when it was transferred from Managok, Malaybalay,

Bukidnon to Musuan, a sitio of Barangay Dologon.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
In 1951, the first election for the Municipal Mayor was held while the election for the

members of the Barrio Council was held in 1955 from then on ten (10) other Municipal

Mayors were either elected or appointed as follows:

INCLUSIVE
MAYOR VICE-MAYOR STATUS
DATE
1. Hon. Gil Pabilona Hon. Juan Bento Appointed
1945-1946
2. Hon. RoqueTigbabao Hon. Juan Bento Appointed
1946-1947
3. Hon. Celso S. Miquiabas Hon. CatalinoSalicubay Appointed
1947-1949
4. Hon. Celso S. Miquiabas Hon. EstanislaoDatu Appointed
1949-1950
5. Hon. Condrado Hon. Toribio M. Balistoy Elected
1951-1966
Micayabas, Sr.
Hon. EustaquioLedesma Elected
1966-1970
Hon. Toribio M. Balistoy Elected
1970-1971
6. Hon. Dennison S. Asok Hon. Toribio M. Balistoy Elected
1971-1972
Hon. Conrado G. Micayabas, Jr. Elected
1972-1979
Hon. Toribio M. Balistoy Elected
1980-1986
7. Hon. Celso S. Miquiabas Hon. Ernesto P. Roa Appointed
1986-1987
8. Hon. Precioso V. Hon. Telesforo Q. Santos, Jr. Appointed Dec. 2, 1987-
Abellanosa, Sr. Feb. 2, 1988
9. Hon. Celso S. Miquiabas Hon. Antonio S. Doromal Elected Feb. 3, 1988-
June 30, 1992
10. Hon. Antonio S. Doromal Hon. Jose V. Obedencio Elected July 1992-June
30,2001
11. Hon. Jose V. Obedencio Hon. Alicia P. Resus Elected July 1,2001-
June 30, 2010
12. Hon. Alicia Paulican- Hon. Jose V. Obedencio Elected July 1, 2010-to
Resus date

On July 1, 1956 Maramag was formally created as a municipality through Executive

Order No. 272 issued by President Carlos P. Garcia. The Poblacion of Maramag then was
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
located in Barangay Base Camp, which is three (3) kilometers away from the Poblacion of

today. After World War II and upon the completion of the Sayre Highway, people started to

move along the highway in a linear then nodal fashion and later concentrically forming the

present Poblacion, composed of Barangays North and South Poblacion.

In 1935, the municipal boundaries of Maramag with Pangantucan and Kibawe were

established by then Deputy Governor Cenon R. Paulican. In the late sixties, Maramag forged

a Memorandum of Agreement with then Valencia, Bukidnon to establish the common

boundaries at Lumbo Creek. The municipalities of Don Carlos and Quezon were also once

part of Maramag and their organization as separate municipalities reduced the municipal area

to its present 52,198.98 hectares.

The seat of the local government of Maramag was once in North Poblacion but due to

its limited area, the local government decided to transfer at Barangay Anahawon. The old

government site is now converted into a Municipal Park dubbed as the Peoples Park.

Geographical Location

Maramag is an inland municipality approximately 142 kilometers southeast of

Cagayan de Oro City, around 51 kilometers south of Malaybalay City, the Provincial Capital

of Bukidnon and 156 kilometers from Davao City. The municipality is strategic in location

since it can be reached through any of the cities mentioned, aside from Kibawe, which should

connect it to the Cotabato provinces via the Carmen Bridge over the Rio Grande de

Mindanao, as Pulangui River is known in those parts. It is bounded on the north and

northeastern by the municipality of Valencia; on the east by the municipality of Quezon; on

the south by the municipality of Don Carlos; and on the west by the municipality of
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Pangantucan, all within the province of Bukidnon (Figure 1). Surrounding Maramag are

mountain ranges of Mt. Kilakron and Mt. Kalatungan, and on the east, west, and southeast by

the Pulangui, Baguic-ican and Maramag Rivers. Among its important landmarks are the

Adtuyon Plateau and the Musuan Peak, at the base of which lies the well-known Central

Mindanao University (CMU), a state-owned university at Musuan, Dologon, Maramag,

Bukidnon wherein the Philippine CarabaoCenter (PCC) is also confined within its premises.

The location of the Municipality of Maramag is within geographic coordinates of 7

41 to 758 north latitude and 12447 to 125 15 east longitude.

Political Subdivision and Land Area

Maramag is politically subdivided into twenty (20) barangays with a total land area of

52,198.98 hectares. Barangay Kuya is the biggest barangay which occupies 15.62 percent or

8,155.45 hectares of the total land area of the municipality, followed by barangay

Dagumbaan with an area of 5,958 hectares or accounting to 11.41 percent and barangays

Base Camp and Danggawan with land areas 5,074.52 and 5,070.69 hectares, respectively.

These four (4) barangays already account for 46.47 percent of the total land area of the

municipality. Barangay Anahawon and Tubigon cover 1.07 and 1.08 percent of the

municipality or equivalent to 556.46 and 562.56 hectares respectively.

Maramag is politically subdivided into twenty (20) barangays with a total land area of

52,198.98 hectares. Barangay Kuya is the biggest barangay which occupies 15.62 percent or

8,155.45 hectares of the total land area of the municipality, followed by barangay

Dagumbaan with an area of 5,958 hectares or accounting to 11.41 percent and barangays

Base Camp and Danggawan with land areas 5,074.52 and 5,070.69 hectares, respectively.
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
These four (4) barangays already account for 46.47 percent of the total land area of the

municipality. Barangay Anahawon and Tubigon cover 1.07 and 1.08 percent of the

municipality or equivalent to 556.46 and 562.56 hectares respectively.


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

Location Map of Maramag


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
I PICTURES

(Top): Front view of the Municipal Building of LGU-Maramag. (Bottom-Left): Main


Entrance. (Bottom-Right): Main Exit Door
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

LGU-Maramag Performance and Commitment Pledges located at the ground floor

Anti-fixer campaign publications


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

No smoking sign No noon break signage

Entrance Door of the MPDO Directional guide


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

Directional guides

Bulletin containing the List of Frontline Services of the offices of the LGU

Bulletin of the list of frontline services of the LGU offices


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

List of frontline services of the MEO

List of requirements Process flow chart


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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

List of requirements and process flow chart of MBO

Workflow of services offered by the MTO


117
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

Public Assistance and Complaints Desk manned by responsible employee

Comfort room for men at the 2nd Floor Stairs going down
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
J CORRELATIONS AND RELIABILITY TESTS RESULTS

Correlations
C:\Program Files\SPSS\masucol employee.sav

Correlati ons

s1 s2 s3 s4 s5 total
s1 Pearson Correlation 1 .371* .381* .683** .509** .599**
Sig. (2-tailed) .044 .038 .000 .004 .000
N 30 30 30 30 30 30
s2 Pearson Correlation .371* 1 .403* .610** .426* .533**
Sig. (2-tailed) .044 .027 .000 .019 .002
N 30 30 30 30 30 30
s3 Pearson Correlation .381* .403* 1 .378* .297 .479**
Sig. (2-tailed) .038 .027 .039 .111 .007
N 30 30 30 30 30 30
s4 Pearson Correlation .683** .610** .378* 1 .730** .690**
Sig. (2-tailed) .000 .000 .039 .000 .000
N 30 30 30 30 30 30
s5 Pearson Correlation .509** .426* .297 .730** 1 .647**
Sig. (2-tailed) .004 .019 .111 .000 .000
N 30 30 30 30 30 30
total Pearson Correlation .599** .533** .479** .690** .647** 1
Sig. (2-tailed) .000 .002 .007 .000 .000
N 30 30 30 30 30 30
*. Correlation is signif icant at the 0.05 lev el (2-tailed).
**. Correlation is signif icant at the 0.01 lev el (2-tailed).

Correlati ons

s6 s7 s8 s9 s10 total
s6 Pearson Correlation 1 .772** .710** .767** .669** .783**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
s7 Pearson Correlation .772** 1 .733** .797** .520** .709**
Sig. (2-tailed) .000 .000 .000 .003 .000
N 30 30 30 30 30 30
s8 Pearson Correlation .710** .733** 1 .751** .566** .807**
Sig. (2-tailed) .000 .000 .000 .001 .000
N 30 30 30 30 30 30
s9 Pearson Correlation .767** .797** .751** 1 .753** .751**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
s10 Pearson Correlation .669** .520** .566** .753** 1 .624**
Sig. (2-tailed) .000 .003 .001 .000 .000
N 30 30 30 30 30 30
total Pearson Correlation .783** .709** .807** .751** .624** 1
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
**. Correlation is signif icant at the 0.01 lev el (2-tailed).
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Correlati ons

s11a s11b s12a s12b s13a total


s11a Pearson Correlation 1 .555** .467** .193 .385* .630**
Sig. (2-tailed) .001 .009 .306 .035 .000
N 30 30 30 30 30 30
s11b Pearson Correlation .555** 1 .571** .611** .696** .693**
Sig. (2-tailed) .001 .001 .000 .000 .000
N 30 30 30 30 30 30
s12a Pearson Correlation .467** .571** 1 .509** .584** .746**
Sig. (2-tailed) .009 .001 .004 .001 .000
N 30 30 30 30 30 30
s12b Pearson Correlation .193 .611** .509** 1 .656** .629**
Sig. (2-tailed) .306 .000 .004 .000 .000
N 30 30 30 30 30 30
s13a Pearson Correlation .385* .696** .584** .656** 1 .713**
Sig. (2-tailed) .035 .000 .001 .000 .000
N 30 30 30 30 30 30
total Pearson Correlation .630** .693** .746** .629** .713** 1
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
**. Correlation is signif icant at the 0.01 lev el (2-tailed).
*. Correlation is signif icant at the 0.05 lev el (2-tailed).

Correlati ons

s13b s13c s14a s14b s14c total


s13b Pearson Correlation 1 .375* .102 .054 .100 .289
Sig. (2-tailed) .041 .592 .777 .599 .122
N 30 30 30 30 30 30
s13c Pearson Correlation .375* 1 .410* .315 .457* .662**
Sig. (2-tailed) .041 .025 .090 .011 .000
N 30 30 30 30 30 30
s14a Pearson Correlation .102 .410* 1 .760** .952** .857**
Sig. (2-tailed) .592 .025 .000 .000 .000
N 30 30 30 30 30 30
s14b Pearson Correlation .054 .315 .760** 1 .714** .683**
Sig. (2-tailed) .777 .090 .000 .000 .000
N 30 30 30 30 30 30
s14c Pearson Correlation .100 .457* .952** .714** 1 .826**
Sig. (2-tailed) .599 .011 .000 .000 .000
N 30 30 30 30 30 30
total Pearson Correlation .289 .662** .857** .683** .826** 1
Sig. (2-tailed) .122 .000 .000 .000 .000
N 30 30 30 30 30 30
*. Correlation is signif icant at the 0.05 lev el (2-tailed).
**. Correlation is signif icant at the 0.01 lev el (2-tailed).
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
Correlati ons

s15 s16 s17 s18 s19 total


s15 Pearson Correlation 1 .516** .429* .329 .456* .627**
Sig. (2-tailed) .004 .018 .076 .011 .000
N 30 30 30 30 30 30
s16 Pearson Correlation .516** 1 .573** .468** .592** .757**
Sig. (2-tailed) .004 .001 .009 .001 .000
N 30 30 30 30 30 30
s17 Pearson Correlation .429* .573** 1 .750** .719** .780**
Sig. (2-tailed) .018 .001 .000 .000 .000
N 30 30 30 30 30 30
s18 Pearson Correlation .329 .468** .750** 1 .508** .628**
Sig. (2-tailed) .076 .009 .000 .004 .000
N 30 30 30 30 30 30
s19 Pearson Correlation .456* .592** .719** .508** 1 .803**
Sig. (2-tailed) .011 .001 .000 .004 .000
N 30 30 30 30 30 30
total Pearson Correlation .627** .757** .780** .628** .803** 1
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
**. Correlation is signif icant at the 0.01 lev el (2-tailed).
*. Correlation is signif icant at the 0.05 lev el (2-tailed).

Correlati ons

s20 s21 s22 s23 total


s20 Pearson Correlation 1 .296 .271 .244 .777**
Sig. (2-tailed) .112 .148 .193 .000
N 30 30 30 30 30
s21 Pearson Correlation .296 1 .534** .559** .467**
Sig. (2-tailed) .112 .002 .001 .009
N 30 30 30 30 30
s22 Pearson Correlation .271 .534** 1 .671** .482**
Sig. (2-tailed) .148 .002 .000 .007
N 30 30 30 30 30
s23 Pearson Correlation .244 .559** .671** 1 .420*
Sig. (2-tailed) .193 .001 .000 .021
N 30 30 30 30 30
total Pearson Correlation .777** .467** .482** .420* 1
Sig. (2-tailed) .000 .009 .007 .021
N 30 30 30 30 30
**. Correlation is signif icant at the 0.01 lev el (2-tailed).
*. Correlation is signif icant at the 0.05 lev el (2-tailed).
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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

Reliability
Scale: ALL VARIABLES
Case Processing Summary

N %
Cases Valid 30 100.0
Reliabi lity Statisti cs
Excludeda 0 .0
Total 30 100.0 Cronbach's
a. Listwise deletion based on all Alpha N of Items
v ariables in the procedure. .949 29

Correlations
C:\Program Files\SPSS\masucol customer.sav

Correlati ons

s1 s2 s3 s4 s5 total
s1 Pearson Correlation 1 -.034 .140 .371* .440* .085
Sig. (2-tailed) .860 .460 .044 .015 .655
N 30 30 30 30 30 30
s2 Pearson Correlation -.034 1 .234 .275 .337 .433*
Sig. (2-tailed) .860 .214 .142 .069 .017
N 30 30 30 30 30 30
s3 Pearson Correlation .140 .234 1 .492** .341 .372*
Sig. (2-tailed) .460 .214 .006 .065 .043
N 30 30 30 30 30 30
s4 Pearson Correlation .371* .275 .492** 1 .362* .234
Sig. (2-tailed) .044 .142 .006 .049 .212
N 30 30 30 30 30 30
s5 Pearson Correlation .440* .337 .341 .362* 1 .529**
Sig. (2-tailed) .015 .069 .065 .049 .003
N 30 30 30 30 30 30
total Pearson Correlation .085 .433* .372* .234 .529** 1
Sig. (2-tailed) .655 .017 .043 .212 .003
N 30 30 30 30 30 30
*. Correlation is signif icant at the 0.05 lev el (2-tailed).
**. Correlation is signif icant at the 0.01 lev el (2-tailed).
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C:\Program Files\SPSS\masucol customer.sav

Correlati ons

s6 s7 s8 s9 s10 total
s6 Pearson Correlation 1 .692** .604** .572** .351 .405*
Sig. (2-tailed) .000 .000 .001 .057 .027
N 30 30 30 30 30 30
s7 Pearson Correlation .692** 1 .631** .567** .567** .555**
Sig. (2-tailed) .000 .000 .001 .001 .001
N 30 30 30 30 30 30
s8 Pearson Correlation .604** .631** 1 .647** .431* .639**
Sig. (2-tailed) .000 .000 .000 .017 .000
N 30 30 30 30 30 30
s9 Pearson Correlation .572** .567** .647** 1 .333 .522**
Sig. (2-tailed) .001 .001 .000 .072 .003
N 30 30 30 30 30 30
s10 Pearson Correlation .351 .567** .431* .333 1 .470**
Sig. (2-tailed) .057 .001 .017 .072 .009
N 30 30 30 30 30 30
total Pearson Correlation .405* .555** .639** .522** .470** 1
Sig. (2-tailed) .027 .001 .000 .003 .009
N 30 30 30 30 30 30
**. Correlation is signif icant at the 0.01 lev el (2-tailed).
*. Correlation is signif icant at the 0.05 lev el (2-tailed).

C:\Program Files\SPSS\masucol customer.sav


Correlati ons

s11a s11b s12a s12b s13a total


s11a Pearson Correlation 1 .615** -.011 -.065 .279 .375*
Sig. (2-tailed) .000 .954 .739 .142 .045
N 29 29 29 29 29 29
s11b Pearson Correlation .615** 1 -.078 .148 .251 .561**
Sig. (2-tailed) .000 .689 .444 .189 .002
N 29 29 29 29 29 29
s12a Pearson Correlation -.011 -.078 1 .227 -.078 -.165
Sig. (2-tailed) .954 .689 .237 .687 .393
N 29 29 29 29 29 29
s12b Pearson Correlation -.065 .148 .227 1 .161 .505**
Sig. (2-tailed) .739 .444 .237 .403 .005
N 29 29 29 29 29 29
s13a Pearson Correlation .279 .251 -.078 .161 1 .433*
Sig. (2-tailed) .142 .189 .687 .403 .019
N 29 29 29 29 29 29
total Pearson Correlation .375* .561** -.165 .505** .433* 1
Sig. (2-tailed) .045 .002 .393 .005 .019
N 29 29 29 29 29 30
**. Correlation is signif icant at the 0.01 lev el (2-tailed).
*. Correlation is signif icant at the 0.05 lev el (2-tailed).
123
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
C:\Program Files\SPSS\masucol customer.sav

Correlati ons

s13b s13c s14a s14b s14c total


s13b Pearson Correlation 1 .550** .497** .197 .160 .528**
Sig. (2-tailed) .002 .006 .305 .408 .003
N 29 29 29 29 29 29
s13c Pearson Correlation .550** 1 .674** .543** .126 .564**
Sig. (2-tailed) .002 .000 .002 .513 .001
N 29 29 29 29 29 29
s14a Pearson Correlation .497** .674** 1 .498** .262 .579**
Sig. (2-tailed) .006 .000 .006 .170 .001
N 29 29 29 29 29 29
s14b Pearson Correlation .197 .543** .498** 1 .395* .546**
Sig. (2-tailed) .305 .002 .006 .034 .002
N 29 29 29 29 29 29
s14c Pearson Correlation .160 .126 .262 .395* 1 .713**
Sig. (2-tailed) .408 .513 .170 .034 .000
N 29 29 29 29 29 29
total Pearson Correlation .528** .564** .579** .546** .713** 1
Sig. (2-tailed) .003 .001 .001 .002 .000
N 29 29 29 29 29 30
**. Correlation is signif icant at the 0.01 lev el (2-tailed).
*. Correlation is signif icant at the 0.05 lev el (2-tailed).

C:\Program Files\SPSS\masucol customer.sav

Correlati ons

s15 s16 s17 s18 s19 total


s15 Pearson Correlation 1 .667** .284 .351 .599** .482**
Sig. (2-tailed) .000 .128 .058 .000 .007
N 30 30 30 30 30 30
s16 Pearson Correlation .667** 1 .356 .435* .590** .468**
Sig. (2-tailed) .000 .054 .016 .001 .009
N 30 30 30 30 30 30
s17 Pearson Correlation .284 .356 1 .775** .353 .408*
Sig. (2-tailed) .128 .054 .000 .056 .025
N 30 30 30 30 30 30
s18 Pearson Correlation .351 .435* .775** 1 .503** .494**
Sig. (2-tailed) .058 .016 .000 .005 .006
N 30 30 30 30 30 30
s19 Pearson Correlation .599** .590** .353 .503** 1 .523**
Sig. (2-tailed) .000 .001 .056 .005 .003
N 30 30 30 30 30 30
total Pearson Correlation .482** .468** .408* .494** .523** 1
Sig. (2-tailed) .007 .009 .025 .006 .003
N 30 30 30 30 30 30
**. Correlation is signif icant at the 0.01 lev el (2-tailed).
*. Correlation is signif icant at the 0.05 lev el (2-tailed).
124
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
C:\Program Files\SPSS\masucol customer.sav

Correlations

s20 s21 s22 total


s20 Pearson Correlation 1 .460* .089 .378*
Sig. (2-tailed) .011 .645 .039
N 30 30 29 30
s21 Pearson Correlation .460* 1 .483** .176
Sig. (2-tailed) .011 .008 .353
N 30 30 29 30
s22 Pearson Correlation .089 .483** 1 .100
Sig. (2-tailed) .645 .008 .607
N 29 29 29 29
total Pearson Correlation .378* .176 .100 1
Sig. (2-tailed) .039 .353 .607
N 30 30 29 30
*. Correlation is signif icant at the 0.05 lev el (2-tailed).
**. Correlation is signif icant at the 0.01 lev el (2-tailed).

Reliability
C:\Program Files\SPSS\masucol customer.sav

Scale: ALL VARIABLES

Case Processing Summary

N %
Cases Valid 28 93.3 Reliabi lity Statisti cs
Excludeda 2 6.7
Total 30 100.0 Cronbach's
a. Listwise deletion based on all Alpha N of Items
v ariables in the procedure. .907 28
125
MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY
CURRICULUM VITAE

Name : LUZEL SALPID-MASUCOL


Course : Master in Public Administration
Major : Local Governance

Title of Paper : IMPLEMENTATION OF THE


ANTI-RED TAPE ACT OF
2007: THE CASE OF LGU-
MARAMAG
Personal Details

Date of Birth : December 22, 1979


Place of Birth : Kisanday, Maramag, Bukidnon
Home Address : Purok 3, Kisanday, Maramag, Bukidnon
Parents
Father : Gerondio Galendez Salpid
Mother : Lydia SalvaGalon (deceased)
Spouse : Jonas Opada Masucol
Children : Jana Lou S. Masucol
Janus S. Masucol
Juliana S. Masucol

Educational Background

Graduate : Master of Science in Soil Science (units) - 2001-2002


Central Mindanao University

Tertiary : Bachelor of Science in Agriculture (Soil Science) - 1997-2001


Central Mindanao University

Secondary : Central Mindanao University High School - 1993-1997

Elementary : Kisanday Elementary School - 1987-1993

Eligibility : PD 907 (Honor Graduate)

Work Experience

Present Position : Municipal Government Department Head I


(Human Resource Management Officer V)

Agency : Local Government Unit of Maramag, Bukidnon