Chapter 4 RESULTS AND DISCUSSIONS

Profile of the Local Government Units There were ten (10) Local Government Units of La Union covered in this study, namely: Agoo, Bauang, Bacnotan, Rosario, Aringay, San Juan, Caba, Sudipen, Burgos, and Pugo. Profiles of these Local Government classification. Manpower Complement Each of the stated Local Government Unit has manpower complement that work hand in hand in providing service and promoting the welfare of the public. Table 2 presents the profile of the LGUs in terms of manpower complement and income classification. Table 2.Profile of the Local Government Units in Terms of Manpower Complement and Income Classification Municipality No. of Manpower Complement Income Classification
140 141 104 91 83 55 54 53 55 56 1st 1st 2nd 2nd 3rd 3rd 4th 4th 5th 5th

Units

included

manpower

complement

and

income

Agoo Bauang Bacnotan Rosario Aringay San Juan Caba Sudipen Burgos Pugo

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Table 2 shows that Bauang had the highest number of manpower complement - 141; followed by Agoo 140; Bacnotan 104; Rosario 91; Aringay 83; Pugo 56; both San Juan and Burgos have 55 manpower complement; Caba 54; and Sudipen 53. Such difference in the number of manpower complement is subject to the organizational structure and staffing pattern of the local units as determined by their service requirement and financial capabilities. The table reveals that there was more manpower complement employed by the Local Government Units with higher income. Income Classification Executive Order No. 249 of July 25, 1987 classified provinces, cities and municipalities into six (6) main classes according to their average annual income. However, by virtue of Department Order No. 2308 dated July 29, 2008 issued by the Bureau of Local Government Finance on July 29, 2008, the New Income Brackets for the Reclassification of Provinces, Cities and Municipalities was prescribed that amended Department of Finance Order No. 20-05, dated July 29, 2005. The table shows that each income classification is represented by two (2) municipalities. Agoo and Bauang are categorized as 1st income class municipalities. This indicates that the two (2) municipalities belong to the 1st income classification that is generating an annual income of P55M or more. Both municipalities derive the greater part of their income from the flourishing business establishments like resorts, fast food

60

chains, banks, malls, public and commercial markets within their localities. More than these, they are both strategically located, hence, their accessibility to the nearby towns and places. Bacnotan and Rosario are classified as 2nd income class which indicates that these two (2) municipalities produce annual income

amounting to P 45M or more but less than P 55M. Aringay and San Juan are 3rd income class which means that these municipalities earn annual income of P 35M or more but less than P 45M. The municipalities of Caba and Sudipen are 4th income class. This signifies that an income of P 25M or more but less than P 35M is the approximated annual earnings. The income of P 15M or more but less than P 25M is generated by Burgos and Pugo annually; therefore they are categorized as 5th income class municipalities. These small municipalities do not have captive market as big as those belonging to the first class municipalities. Hence, lesser investors come to these local units. Likewise, the

proximity/location from the center of development is another factor that contributes to their low income generation. Profile of the Respondents The respondents are LGU heads, officials and employees, elective and appointive (department heads and the rank and files) were from the ten (10) identified Local Government Units or municipalities of La Union.

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Their profiles included age, civil status, gender, current position and highest educational attainment which are presented in Table 3. In terms of age, more than one-third of the respondents (36.66%) belonged to the age bracket of 41-50 years which is the middle adulthood stage. Another good number of 84 (31.11%) is observed along the age bracket of 51 years and above. Sixty-nine (25.56%) of the respondents belonged to 31-40 age bracket. The findings indicate that the

respondents are already on their middle adulthood stage. Erik Erikson as stated by Harder (2002) states that work is most crucial and middle-age is when an individual tend to be occupied with creative and meaningful work and with issues surrounding the family. Significant relationships are within the workplace, the community and the family. The lowest frequency of 18 (6.67%) is noted along the age bracket of 20-30. This shows that few of the respondents belonged to the young adulthood stage which proves that the young group is not so much inclined to enter government service. This is attributed to the trend that the young ones are more adventurous and dont stay in a fix job. Generally, the data on age connotes that the LGU heads, officials and employees are matured individuals who can discern properly and can discharge appropriately their duties and responsibilities as officials and employees of their respective offices. Necessarily, matured employees can readily comply with the requirements of the ARTA.

62

Table 3. Profile of the Respondents Profile Age 51 41 31 20 and above - 50 - 40 - 30 Total Civil Status Single Married Widow/er Total Gender Male Female Total Current Position Local Chief Executive Local Elective Official Department Head Personnel Officer/HRMO/ Rank and File Total Highest Educational Attainment High School Graduate Vocational Graduate College Degree Under-Graduate Masters Degree With MA/MS units Doctorate Degree With Doctorate Units Total 84 99 69 18 270 30 224 16 270 98 172 270 1 38 34 197 270 1 5 204 17 16 25 1 1 270 31.11 36.66 25.56 6.67 100.00 11.11 82.96 5.93 100.00 36.30 63.70 100.00 0.37 14.07 12.60 72.96 100.00 0.37 1.85 75.56 6.30 5.93 9.26 0.37 0.37 100.00 Frequency Percentage

In terms of civil status, majority (82.96%) of the respondents were married which could be logically deduced from the fact that majority of

63

them were also in the age bracket of 31 and above, the family age for many. Married individuals are generally more ready to accept heavier responsibilities and face greater challenges compared to single ones. Thirty (30) or 11.11% of the LGU heads, officials and employees who participated in the survey are single which implies that a small number of the respondents has not developed intimate relationship with a lifetime partner. The lowest frequency of 16 or 5.93% is gained along widow/er. This poor number indicates that few have lost their spouses by death and some may have lost trust or confidence to their partners which caused separation. This finding could be accounted to the fact that the nature of work in LGUs is basically administrative which is less dangerous than those in the PNP or military and other works that are hazardous. In terms of gender, the respondents were mostly females (64%), which implies that LGUs in La Union are basically staffed by females which consequently implies also the high compliance to the ARTA. It can be gleaned from the table that the females gathered a higher frequency of 172 or 63.70% compared to males with a frequency of 98 or 36.30%. Females dominated the number of male staff and personnel who were employed in the Local Government Units. In the Philippines, employment rate among the females is higher than males as confirmed

64

by the survey conducted and published in http://www.nasdaq.com /aspxcontent/News which stated that, the jobless rate among males was higher at 8.1%, while for females was 7.4%. The same finding was published by the Labor Force Survey (2011) which stated that the employment rate in January 2011 was estimated at 7.4% with more males unemployed (62.7%) than females (37.3%). Almost half (48.9%) of the unemployed were in age group 15-24 years; more than one third (35.1%) of them were high school graduates and almost two-fifths (39.1%) reached college education. The respondents of the study also included different positions from Local Chief Executive to Rank and File employees. The data showed that majority of the participants were Personnel Officers/HRMO/Rank and File which accounts for a frequency of 197 or 72.96%. Thirty eight (38) or 14.07% of them were Local Elective Officials; 34 or 12.60% are Department Heads; and 1 or 0.37% is a Local Chief Executive. The largest part of the respondents had attained college degree with a frequency of 204 or 75.56%. This implies that the respondents are graduates of appropriate baccalaureate degrees. They are properly equipped with skills, knowledge and attitudes desirable in the delivery of public service. This also proved that recruitment is generally compliant to CSC requirements which are based on merit and fitness. A small part of the respondents (25 or 9.26%) had completed certain units in their masters degree. Equally little portion is noted

65

along undergraduate with a frequency of 17 or 6.30%; 16 or 5.93 completed their masters degree and 5 or 1.85% were graduates of vocational courses. On the other hand, a negligible number of respondents is noted along high school graduate, doctorate degree holders, and those with doctorate units which gathered a frequency of 1 or 0.37%. The overall data denote that the respondents are erudite and literate which means that they possess sufficient knowledge, information and understanding on the nature of the tasks assigned them. Moreover, they can deal creatively and meaningfully with issues surrounding the workplace. Extent of Compliance with the Anti-Red Tape Act (RA 9485) by Selected Local Government Units (LGUs) in La Union The Anti-Red Tape Act of 2007 or RA 9485 is an act enacted to improve the efficiency in the delivery of government services to the public by reducing bureaucratic red tape, thereby preventing graft and corruption. The act is applicable to all government offices and agencies including local government units and government-owned or -controlled corporations that provide frontline services. Capability Building The initial activity to comply with the provisions of RA 9485 is capability building. It is a conceptual approach to development that focuses on understanding the obstacles that inhibit people, governments,

66

international organizations and non-governmental organizations from realizing their developmental goals while enhancing the abilities that will allow them to achieve measurable and sustainable results

(en.wikipedia.org/wiki/Capacity_building). Table 4 summarizes the extent of compliance of the Local Government Units with the Anti-Red Tape Act along Capability Building. Table 4. Extent of Compliance with the Anti-Red Tape Act (RA 9485) by Selected Local Government Units (LGUs) in La Union Along Capability Building Activity 1. Initiated the conduct of orientation on ARTA in the local unit 2. Attendance to orientation/capability programs on ARTA in the local unit 3. Attendance to the re-echo seminar on the orientation on ARTA Overall Mean
Legend: Highly Complied (HC) Moderately Complied (MC)

Mean 4.1 4.0 3.9 4.0

DR HC HC MC HC

The data demonstrate a good result as evidenced by the obtained overall mean of 4.0 which is highly complied. This implies that the Local Government Units have undertaken productively the three activities of capability building. Moreover, the Local Government Units have initially built their capacities to handle problems associated with environmental, economic and social transformations which will allow for better governance that can lead to sustainable development and

67

democracy. In addition, this signified also their readiness to continue further with activities of the Anti-Red Tape Act. This could be attributed also by the fact that LGUs regularly attend the monthly meetings of the Council of Personnel Officers. Particularly, the conduct of orientation on ARTA in the local units gained the highest mean of 4.1 among the three activities along capability building which was interpreted as highly complied. A mean of 4.0 was gathered on attendance to orientation/capability programs on ARTA in the local unit which was construed also as highly complied. The lowest mean of 3.9 was attained along attendance to the re-echo seminar on the orientation on ARTA which was figured out to be moderately complied. The personnel of the local government units who attended seminars on orientation, who were supposed to re-echo had probably not conducted the said re-echo. Those who have not developed full awareness were mostly employees on rank and file, hence, this particular activity gathered the lowest mean. Citizens Charter and Reengineering of Systems and Procedures According to Resolution No.081471, Citizens Charter refers to an official document, a service standard, or a pledge, that communicates, in simple terms, information on the services provided by the government to its citizens. It describes the step-by-step procedure for availing a

68

particular service, and the guaranteed performance level that they may expect for that service. The Anti-Red Tape Act states that all government agencies including departments, bureaus, offices, instrumentalities, or

government-owned and/or controlled corporations, or local government or district units shall set up their respective service standards to be known as the Citizen's Charter in the form of information billboards which should be posted at the main entrance of offices or at the most conspicuous place, and in the form of published materials written either in English, Filipino, or in the local dialect, that detail the procedure to obtain a particular service; the person/s responsible for each step; the maximum time to conclude the process; the document/s to be presented by the customer, if necessary; the amount of fees, if necessary; and the procedure for filing complaints. Moreover, all offices and agencies which provide frontline services are mandated to regularly undertake time and motion studies, undergo evaluation and improvement of their transaction systems and procedures and re-engineer the same if deemed necessary to reduce bureaucratic red tape and processing time. Specific activities should be performed in order to comply with this particular condition. The activities for the accomplishment of the Citizens Charter and for the re-engineering of systems and procedures are contained in Table 5.

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Table 5. Extent of Compliance with the Anti-Red Tape Act (RA 9485) by Selected Local Government Units (LGUs) in La Union Along Citizens Charter and Reengineering of Systems and Procedures Activity 1. Formulation of Task Force to prepare the Citizens Charter. 2. Identification of frontline services 3. Re-engineering of Systems and Procedures 3.1 Reengineering of transactions by: a. Limiting the number of signatories to a maximum of 5. b. Providing for the period within which applications shall be no longer than five (5) orking days for simple transactions and ten (10) working days for complex transactions. c. Review for purposes of streamlining the following: c.1. Steps in providing the service c.2. Forms used c.3. Requirements c.4. Processing time c.5. Fees and charges 4. Drafting/finalization of Citizens Charter 5. Other prominent announcement or mode use to publish the Citizens Charter. 6. Setting up of publication of Citizens Charter using billboards. 7. Inclusion of the following information in the citizens charter: 7.1 Vision-Mission of the local unit. 7.2 Frontline Services offered and the clientele. 7.3 Step-by-step procedure to obtain particular service. 7.4 Officer or employee responsible for each step. 7.5 Maximum time to conclude the process. 7.6 Document/s to be presented by the client, with clear indication of the relevancy of said documents. Mean DR

4.3 4.4

VHC VHC

4.2

VHC

4.2 4.3 4.3 4.2 4.2 4.2 4.5 4.1 4.2 4.6 4.5 4.5 4.4 4.4 4.3

VHC VHC VHC VHC VHC VHC VHC HC VHC VHC VHC VHC VHC VHC VHC

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Table 5. Continued Activity 7.7 Amount of fees, if necessary. 7.8 Procedure for filing complaints in relation to requests and applications, including the names and contact details of the officials/channels to approach for approach for redress. 7.9 Allowable period for extension due to unusual circumstances i.e. unforeseen events beyond control of concerned government office or agency. 7.10 Feedback mechanisms, contact numbers to call and/or persons to approach for recommendations, inquiries, suggestions as well as complaints. Overall Mean
Legend: Very Highly Complied (VHC) Highly Complied (HC)

Mean 4.3

DR VHC

4.2

VHC

4.0

HC

4.1 4.3

HC VHC

A remarkable outcome of the study was noted along this area as manifested in the computed mean ranging from 4.0 to 4.6 alongside the overall mean of 4.3 which were all interpreted as very highly complied. The activity which gathered the highest mean of 4.6 and interpreted as very highly complied was noted along inclusion of the vision-mission of the local unit. Other activities which were interpreted as very highly complied are: drafting/finalization of citizens charter; inclusion of the frontline services offered and the clientele and step-bystep procedure to obtain a particular service (4.5). The mean of 4.4 was gathered along identifying frontline services which will be included in the citizens charter; an officer or employee responsible for each step and

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maximum time to conclude the process. The mean of 4.3 was obtained on formulation of task force to prepare the citizens charter; review for the purpose of streamlining the steps in providing the service and forms used; documents to be presented by the client with clear indication of the relevancy of said documents; and amount of fees, if necessary. The mean of 4.2 was gathered along the following activities: limiting the number of signatories to a maximum of 5; providing for the period within which applications shall be no longer than five working days for simple transactions and ten working days for complex transactions; review for the purpose of streamlining the requirements, processing time, and fees and charges; setting up of publication of citizens charter using billboards and inclusion of the procedure for filing complaints in relation to requests and applications, including the names and contact details of the officials/channels to approach for redress. The remaining activities were interpreted as highly complied, as follows: other prominent announcement or mode use to publish the citizens charter and inclusion of the feedback mechanisms, contact numbers to call and/or persons to approach for recommendations, inquiries, suggestions as well as complaints (4.1); inclusion of the allowable period for extension due to unusual circumstances i.e. unforeseen events beyond control of concerned government office or agency (4.0).

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Generally, all activities along Citizens Charter and re-engineering of systems and procedures were fruitfully undertaken by the local government units. This indicates that the Local Government Units have fulfilled the activities along citizens charter and reengineering of systems and procedures so that re-planning and redesigning the strategies will help in increasing productivity thus avoiding red tape. The Local Government Units are responsive to undertake change, improve the quality of service, and committed to fight red tape through the Citizens Charter. Furthermore, all of the Local Government Units are proactive to the change that is required in the anti-red tape law. Accessing Frontline Services "Frontline Service," as described in RA 9485, 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. As provided in Section 8 of the Act, all government offices and agencies shall accept applications and requests; these requests shall be acted upon by the assigned officer; explain fully in writing any denial of request for access to government service; limit the number of signatories to maximum of 5; adopt appropriate working schedules to ensure that all clients are attended to and served; all employees transacting with the

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public shall wear an official identification card during working hours; and a public assistance/complaints desk shall be established. Table 6 sums up the extent of compliance of the Local Government Units with the Anti-Red Tape Act of 2007 along accessing frontline services. Table 6. Extent of Compliance with the Anti-Red Tape Act (RA 9485) by Selected Local Government Units (LGUs) in La Union Along Accessing Frontline Services Activity 1. Installation of Public Assistance Desk 2. Creation/publication of hotline numbers 3. Adoption of appropriate working schedule for frontline service providers i.e. flexitime 4. Use of Identification Cards by employees 5. Anti-fixer campaign through: a. Use of posters, billboards, brochures, etc. b. Posting of photos of convicted fixers. c. Reminders/warnings from service providers and/or security personnel. d. Reminders/warnings printed on forms to be filled out. e. Use of videos depicting fixer activities and/or legal liabilities relative to such activities. Overall Mean
Legend: Very Highly Complied (VHC) Highly Complied (HC)

Mean 4.3 4.0 4.0 4.4 4.0 3.5 3.8 3.7 3.4 3.96

DR VHC HC HC VHC HC HC HC HC HC HC

The data show a substantial finding as supported by the overall mean of 3.96 with a descriptive equivalent of highly complied. This

means that the Local Government Units have met the terms along accessing frontline services immensely. During visits with the LGUs, it

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was noted that they were interested and open in undertaking activities that can promote quality service to the public. An excellent manifestation is the use of identification cards among employees which gathered the highest mean from the data of 4.4 interpreted as very highly complied. The frontline services in the LGUs are made known to the public through billboards posted in strategic locations. This particular service has gathered a mean of 4.0 and interpreted as highly complied. Likewise, a Public Assistance Desk is set up in an area fronting the main entrance of each LGU to make it visible and for clienteles easy access. This item obtained a mean of 4.3 with a descriptive equivalent of very highly complied. The Public Assistance Desk is managed by an officer who is knowledgeable on the frontline services offered by the local government units. The desk is attended at all times even during breaks. The Local Government Units adopt rotation system of personnel, flexitime, and reliever system in order to ensure that all clients are attended especially during overcrowding. Additionally, special lanes are available for pregnant women, senior citizens, and persons with disabilities. Moreover, other items which were interpreted as highly complied are: Creation/publication of hotline numbers and Adoption of

appropriate working schedule for frontline service providers i.e. flexi-time (4.0); anti-fixer campaign through reminders/warnings from service providers and/or security personnel (3.8); anti-fixer campaign through reminders/warnings printed on forms to be filled out (3.7); anti-fixer

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campaign through posting of photos of convicted fixers (3.5); and antifixer campaign through the use of videos depicting fixer activities and/or legal liabilities relative to such activities (3.4). Since majority of the respondents were from the rank and file who lack full awareness of the law, it follows that they are not so much familiar with this particular feature of the law, the anti-fixer campaign. Summary of the Extent of Compliance with the Anti-Red Tape Act (RA 9485) by Selected Local Government Units (LGUs) in La Union In connection with Republic Act No. 9485, each government office or agency is tasked to identify its frontline services; undertake reengineering of transactions; and set up service standards to be known as the Citizens Charter, including forming a task force to prepare said Charter, to be presented on a billboard or other prominent

announcement at the Office handling the processes and services. Table 7 presents the summary on the extent of compliance with the Anti-Red Tape Act (RA9485) by the selected Local Government Units in La Union.

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Table 7. Summary Table of the Extent of Compliance with the AntiRed Tape Act (RA 9485) by Selected Local Government Units (LGUs) in La Union Area 1. Capability Building 2. Citizens Charter and Re-engineering of Systems and Procedures 3. Accessing Frontline Services Overall Mean
Legend: Very Highly Complied (VHC) Highly Complied (HC)

Mean 4.00 4.30 3.96 4.08

DR HC VHC HC HC

The highest mean of 4.3 with descriptive rating of very highly complied was gained along Citizens Charter and re-engineering of systems and procedures which indicates that the Local Government Units have fulfilled the activities along citizens charter and reengineering of systems and procedures effectively so that re-planning and redesigning the strategies will help in increasing productivity thus avoiding red tape. The Local Government Units are responsive to undertake change, improve the quality of service, and committed to fight red tape through the Citizens Charter. Furthermore, all of the Local Government Units are proactive to the change that is required in the anti-red tape law The data reveal a mean of 4.0 with a descriptive equivalent of highly complied along capability building which implies that the Local Government Units have carried out effectively the activities of capability building. In addition, the Local Government Units have initially built their capacities to handle problems associated with environmental,

77

economic and social transformations which will allow for better governance that can lead to sustainable development and democracy. Moreover, the finding also manifests their readiness to continue further with activities of the Anti-Red Tape Act. Accessing frontline services gathered a mean of 3.96 with a descriptive rating of highly complied which signifies that the Local Government Units have met the terms along accessing frontline services immensely. The overall mean of 4.08 indicated a high compliance by the Local Government Units along the three areas of the Anti-Red Tape Act namely: capability building, Citizens Charter and re-engineering of systems and procedures, and accessing frontline services. These findings were further validated by the appended checklist (Appendix J) and pictures gathered (Appendix G, H, I) during the ocular inspection made and coupled with unstructured interview. The result manifests the willingness of the LGUs to comply with the provisions of R.A. 9485. They are exhausting all possible means in order to fulfill or conform to the law. Furthermore, the LGUs affirm their commitment and dedication to improve the delivery of services to their constituents with the utmost degree of responsibility, honesty and integrity.

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Degree of Seriousness of the Problems Encountered by the LGUs in Compliance with RA 9485 By virtue of the Local Government Code of 1991, the LGUs enjoy local autonomy. According to Section 2 of the Local Government Code, Local Autonomy aims to provide for a more responsive and accountable local government structure instituted through a system of

decentralization with effective mechanisms of recall, initiative, and referendum, allocate among the different local government units their powers, responsibilities, and resources, and provide for the

qualifications, election, appointment and removal, term, salaries, powers and functions and duties of local officials, and all other matters relating to the organization and operation of local units. The local government units become responsible, accountable, efficient, and dynamic

organization in their operation which can lead to the delivery of adequate services to the people they serve. These responsibilities are coupled with consequent problems which may be encountered by the local officials especially with their attempt to implement the provisions of the ant-red tape act. These problems are presented in Table 8.

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Table 8. Degree of Seriousness of the Problems Encountered by the LGUs in Compliance with RA 9485 Problem 1. Inadequate Information/lack of awareness. 2. Lack of training program/orientation on ARTA. 3. Limited financial resources to implement the plan. 4. Lack of management support. 5. Lack of manpower/personnel to provide frontline services. 6. Not a priority program/project of the LCE. 7. Too many laws to implement. 8. Heavy workloads of employees. 9. No transfer of technology. 10. Inadequacy of sustainability plan of the Law. 11. Sudden change in administration. 12. Lack of confidence in the new ARTA. 13. Fast turn-over of personnel in-charge. 14. Political intervention/pressure/influence. Overall Mean
Legend: Slightly Serious (SS)

Mean 2.0 2.1

DR SS SS SS

2.1 1.9 2.0 1.8 2.0 2.1 2.1 2.0 1.9 1.9 1.9 2.1 1.99

SS SS SS SS SS SS SS SS SS SS SS SS

The data show that the LGU heads, officials and employees encountered problems which are slightly serious as proven by the computed overall mean of 1.99 because most of the items were highly complied. The highest mean of 2.1 was noted along lack of training program/orientation on ARTA; limited financial resources to implement the plan; heavy workloads of employees; no transfer of technology; and political intervention/pressure/influence.

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Consistent with the data shown in Table 8, a lowest mean was attained along re-echo seminar. This affirms the finding that there is a lack of training program/orientation on ARTA. Mostly, the rank and file employees are not yet aware on the program. Similarly, limited financial resources to implement the plan has obtained highest mean. Financial resources is often a problem in most of the government offices in the country as proven by the report from http://www.virtualsources.com/Countries/Asia%20Countries/Philippin es.htm which states that the national government worked to reduce its fiscal deficits for five consecutive years to 0.1 percent of GDP in 2007 and had hoped to balance the budget in 2008, two years ahead of its original plan. The government has since reverted to the 2010 balancedbudget schedule in order to stimulate the economy and temper the adverse impact of global external shocks on the already high number of Filipinos struggling with poverty. Likewise, no transfer of technology is noted as one problem with highest weighted mean. This is linked with the financial constraints that the Local Government Units are experiencing. The limited fund hampers the LGUs from acquiring the necessary technology that is supposed to improve information transfer. Available budget is primarily allotted to the more urgent needs. Finally, political intervention/pressure/influence notably got also the highest weighted mean. The political system practiced in the

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Philippines explains the findings. Meinardus (2005) reported that former President Gloria M. Arroyo agreed that the current political system is in dire need of radical reform. She herself came out with the revealing and also incriminating remark that the political system has degenerated to such an extent that it is very difficult to move within the system with hands totally untainted. Problems which gathered a weighted mean of 2.0 is observed along inadequate information/lack of awareness; lack of manpower/personnel to provide frontline services; too many laws to implement; and inadequacy of sustainability plan of the law. Four of the problems gathered a weighted mean of 1.9: lack of management support; sudden change in administration; lack of

confidence in the new ARTA; and fast turn-over of personnel in-charge. Lack of manpower/personnel to provide frontline services, sudden change in administration, and fast turn-over of personnel in-charge are perceived to be related with each other. It is the desire of every employee to look for more rewarding jobs therefore they would hop from one employer to the other. Positions of the employees who left their jobs are vacated causing lack of manpower to provide services in the different offices. A report published by Pacific Bridge, Inc. focused on the Human Resources in the Philippines mentioned that building a mutually beneficial relationship with employees requires an awareness of the

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disposition, the labor laws, customary salary and benefits, union rights, employment procedures, and HR issues and practices. Similarly, this particular problem was proven by a report made by sunstar.com in the municipality of Tuba, Benguet, specifically their Municipal Health Office. The Civil Service Commission presented their feedbacks to the officials and employees for further improvement. Among the feedbacks are: lack of signage like for comfort rooms; limited personnel; slowpaced giving of service; and revisions of posters with some inaccuracies on the ARTA. Along problems on too many laws to implement and inadequacy of sustainability plan of the law, there were several enactments made in relation to anti-red tape and even other laws in other areas or fields. Implementation becomes always a concern. It is felt that consensus among officials about the direction in the implementation of the laws remained vague. Debates over the laws remained unsolved even years have passed after issuance of the laws. In this sense, sustainability plan also remains imprecise. Resources and system that support the laws enacted are inadequate. Lowest weighted mean of 1.8 was recorded along not a priority program/project of the LCE. The Anti-Red Tape Act shall apply to all government offices and agencies including local government units and government-owned and controlled corporations with or without original

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charter that provide frontline services; hence, all local government units are supposed to abide with the said stipulation. Policy Recommendations Prepared for the Effective and Efficient Delivery of Government Service by the LGUs Red tape is an identified barrier to progress not only in the Philippines but also other countries around the world. The problems identified in this study are contributory factors to the countrys inability to counteract red tape. Since the researcher holds office in the Civil Service Commission, Regional Office No. I, San Fernando City, La Union as Supervising Personnel Specialist assigned at the Human Resource Division, who deals with all Local Government Units in Region I through the conduct of trainings and other human resource development programs, then it is her desire to contribute something for the improvement of public service; thus from the findings of the study, the researcher is inspired to come up with the following original and innovative recommendations with an acronym of CLEAN which stands for Communicate to Stakeholders; Level-up; Electronic Governance; Allow Transparency to Strengthen Accountability; and No to RED Tape. The recommendations are proposed with the hope that the Local Government Units will be able to deliver government services effectively and efficiently and avoid red tape. The recommendations could be shared to the staff and personnel of the different local government units which can remind them to provide

84

a speedy, prompt, honest and accurate service to clientele. Moreover, the researcher hopes to make her contribution, in her little way as a public servant, to the implementation of the Anti-Red Tape Act. The diagram below presents the policy recommendations and their characterization. Policy Recommendations for the Effective and Efficient Delivery of Government Service by the LGUs

Communicate to
Stakeholders

Good communication practices ensure that all stakeholders are continuously and adequately informed. Various techniques like meetings or conferences, distribution of printed and electronic materials containing essential information, and formal presentations may be used to establish and maintain good communications. Adopt best practices such as the observance of the eight characteristics of good governance which are: participatory, consensus oriented, accountable, transparent, responsive, effective and efficient, equitable, and inclusive and follows the rule of law to guarantee good governance.

Level-up

85

Electronic Governance

Involves the utilization of Information Technology (IT), Information and Communication Technologies (ICTs), and other web-based telecommunication technologies to improve and/or enhance on the efficiency and effectiveness of service delivery in the public sector. Provide telephones and fax machines, as well as surveillance systems, tracking systems and even the use of television and radios to provide government-related information and services to the citizen. Develop a website in which constituents could communicate and interact. Explore the possibilities of having more sophisticated way like instant messaging, audiovideo presentations, and graphical user interfaces, other than the e-mail letter.

Strengthen Accountability

Allow Transparency to

Budgets, laws and decisions are open to discussion; thus there is lesser opportunity for the authorities to abuse the system for their own interests.

No to RED Tape

NO TO RED TAPE should be made as a by-word or commitment or pledge to be strictly adhered to by all employees of the LGUs in the exercise of their duties and functions. A responsibility that they have to adopt and embrace for as long as they are connected with the government or for as long as they remain public servants.

Communicate

to

Stakeholders

The

study

revealed

that

inadequate information/lack of awareness is a slightly serious problem

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which necessitates the need for open communication. The multitude of stakeholder relation issues requires communicating often and clearly to them. Good communication practices ensure that all stakeholders are continuously and adequately informed. Various techniques like meetings or conferences, distribution of printed and electronic materials

containing essential information, and formal presentations may be used to establish and maintain good communications. Level-up The problems encountered by the Local Government Units in the implementation of the Anti-Red Tape Act - such as political intervention/pressure/influence; fast turn-over of personnel in-charge; sudden change in the administration; inadequacy of sustainability plan of the law - affect the attainment of good governance therefore leveling up is suggested as a strategy. The Local Government Units should adopt best practices to guarantee good governance. Best practices encompass the observance of the eight characteristics of good governance which are: participatory, consensus oriented, accountable, transparent, responsive, effective and efficient, equitable, and inclusive and follows the rule of law. Adherence to the eight characteristics assures that corruption is reduced, the views of minorities are taken into account and that the voices of the most vulnerable in society are heard in decision-making. It is also responsive to the present and future needs of society. Consider benchmarking on other agencies or local units that have excelled in public service delivery as a result of compliance with existing laws or

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adoption of policies that yielded superior results in terms of savings along the reduction of bureaucratic red tape and graft and corruption. Electronic Governance The use of electronic governance was recommended because the lack of transfer of technology was noted as a concern among the Local Government Units. It denotes on-line government or connected government which involves the utilization of Information Technologies technologies Technology (ICTs), to (IT), Information and Communication telecommunication the efficiency and

and

other

web-based enhance on

improve

and/or

effectiveness of service delivery in the public sector (Jeong, 2007). Funds should be allocated for the purchase and use of telephones and fax machines, as well as surveillance systems, tracking systems and even the use of television and radios to provide government-related

information and services to the citizens. Each of the Local Government Unit should develop a website in which constituents could communicate and interact. LGUs can also explore the possibilities of having more sophisticated way like instant messaging, audio-video presentations, and graphical user interfaces, other than the e-mail letter. Allow Transparency to Strengthen Accountability The

implementation of the provisions of the Anti-Red Tape Act requires absolute transparency and certain problems encountered by the Local Government Units - such as financial resources - require the officials to

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be more transparent in their practices. Transparency is operating in such a way that it is easy for others to see what actions are performed (http://en.wikipedia.org/wiki/Transparency_(behavior). In government, transparency is used as a means of holding public

officials accountable and fight corruption. Budgets, laws and decisions are open to discussion; thus there is lesser opportunity for the authorities to abuse the system for their own interests. Specifically, undertake regular publication of financial reports reflecting how government funds were generated and utilized. Likewise, periodic or annual reporting of accomplishment based on targets or plans shall be made available to the public for ready access and scrutiny. No to RED Tape The progress of the country reflects the kind of leaders running, catering service, or looking after the needs of their constituents. So much has been wasted due to incompetence and corrupt practices. It should always be kept in mind that holding a public office is a public trust. NO to RED TAPE should be made as a by-word or commitment or pledge to be strictly adhered to by all employees of the LGUs in the exercise of their duties and functions. A responsibility that they have to adopt and embrace for as long as they are connected with the government or for as long as they remain public servants. In general, the implementation of the provisions of the Anti-Red Tape Act requires the commitment and dedication of all officials and personnel concerned; hence NO TO RED TAPE as vow is recommended.