L.salaPID-MASUCOL Implementation of The Anti Red Tape Act of 2007 ARTA - The Case of Maramag

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
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.

Dean, CPSEM
January 31, 2014

Date of Final Defense
ii
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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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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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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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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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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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
5.2. Methodology 52
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
6 THE PROBLEMS OF ARTA IMPLEMENTATION IN MARAMAG AND
THEIR SUGGESTED INTERVENTIONS
6.2. Methodology 67
viii

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
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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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
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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1
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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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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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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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.

6
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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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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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.
10
OFFICE OF THE OFFICE OF THE MUNICIPAL

SANGGUNIANG BAYAN MAYOR

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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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.
12
13
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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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
17
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.

18
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

19
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).
20
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?;
21
And what are the problems and their perceived resolutions encountered in the ARTA
implementation?
22
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.

23
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

24
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
25
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.
26
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
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.

27
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.

28
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.

29
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
30
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

31
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).

32
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

33
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

34
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

35
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
41 above
Position
36
37
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
38
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.

39
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).
40
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
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.

41
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
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
Overall 4.42 Favorable attitude
42
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
attitude
Legend:
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.

43
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
44
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
45
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
attitude
VS=Very Satisfied D=Dissatisfied
S=Satisfied VD=Very Dissatisfied
Table 7. Assessment of employees on the physical working condition

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
46
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
attitude
Legend:
QD=Qualitative Description U=Undecided
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
47
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
48
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.

49
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.

50
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.

52
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
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.
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
53
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

54
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

55
(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
customers customers
56
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).
57
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).

58
Table 11. Strengths of ARTA implementation on accountability/responsibility
Customers Employees
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.

59
Table 12. Weaknesses of ARTA implementation on accountability/responsibility
Customers Employees
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
60
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
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
61
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

Customers Employees
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
62
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
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:

63
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.
64
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.
65
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.

66
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.
67
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
68
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.
Results of the study yielded certain factors posing as problems or major concerns to
customers and employees in the ARTA implementation of the LGU.
6.3.2 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.
69
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.
70
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

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

71
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.
72
Table 17. Problems encountered and suggested interventions on physical working
condition

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.

73
Table 18. Problems encountered and suggested interventions on over-all satisfaction

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
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
74
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

75
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)
76
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.

77
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
78
Area/ Responsible
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
79
Area/ Responsible
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
80
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
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.

81
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
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:
82
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.
83
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.
84
BIBLIOGRAPHY
This part will list the literatures and references cited in the study in alphabetical order using
APA format.
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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

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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
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Inc.Wordreference forums
JPART. (1993). A Theory of Government Red Tape.3(3):273-304
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Edition.
Lockwood, Steve (1993). Humanities. Northern Montana College
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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
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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).
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Philippines.
RA 6713
Report Card Survey 2011
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
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Ssonko, D. (April 2010). Ethics and accountability, transparency, integrity and
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87
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
88
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:
89
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
ubos:
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
90
20. Limpyo nga mga kasilyas
21. Adunay lugar hulatanan
22. Adunay mga pasilidad alang sa mga mabdos, lulid ug
mga edaran
ubos:
E. Kinatibuk-ang Pagbati, isip kustomer 5 4 3 2 1
23. Malipayon ako nga mibiya sa opisina human ang

akong opisyal nga transakyon
ubos:
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
91
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
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
1. 1.
1. 2.
2. 3.
Daghan kaayong salamat sa imong pagtubag sa mga pangutana.

Maayong Adlaw!
92
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
24. Adhere to the Citizens Charter and advocate the
anti-fixer campaign in delivering frontline services
to the customers
93
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

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
H. Service Quality 5 4 3 2 1
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
94
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
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
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:

95
J. Over-all Satisfaction 5 4 3 2 1
47. See contentment /satisfaction on the faces of my

customers
Problem/s in this area:
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
96
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

1 1
2 2
3 3
Thank you very much for your cooperation.

97
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?

98
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?

99
APPENDIX D LETTER TO HON. JOSE V. OBEDENCIO, MUNICIPAL VICE
MAYOR/ACTING MUNICIPAL MAYOR

100
APPENDIX E LETTER TO MR. FRANCISCO Y. CIPRIANO, MPDC
101
APPENDIX F Letter to Ms. Florence A. Waban, LGOO V
102
APPENDIX G-1 VALIDATION OF INSTRUMENTS
103
104
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.

105
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.

106
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
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
107
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
108
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.
109

110
Location Map of Maramag

111
I PICTURES
(Top): Front view of the Municipal Building of LGU-Maramag. (Bottom-Left): Main

Entrance. (Bottom-Right): Main Exit Door
112
LGU-Maramag Performance and Commitment Pledges located at the ground floor
Anti-fixer campaign publications

113
No smoking sign No noon break signage
Entrance Door of the MPDO Directional guide

114
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

115
List of frontline services of the MEO
List of requirements Process flow chart

116
List of requirements and process flow chart of MBO
Workflow of services offered by the MTO

117
Public Assistance and Complaints Desk manned by responsible employee
Comfort room for men at the 2nd Floor Stairs going down
118
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 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
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
119
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
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
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
120
Correlations

s15 Pearson Correlation 1 .516** .429* .329 .456* .627**
Sig. (2-tailed) .004 .018 .076 .011 .000
N 30 30 30 30 30 30
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
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
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
121
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 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
122
Correlations
s6 Pearson Correlation 1 .692** .604** .572** .351 .405*
Sig. (2-tailed) .000 .000 .001 .057 .027
N 30 30 30 30 30 30
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

Correlations

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
123
Correlations

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
Correlations

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
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
124
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
Reliability
N %
Cases Valid 28 93.3 Reliability Statistics
Excludeda 2 6.7
variables in the procedure. .907 28
125
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

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

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
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

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

Dean, CPSEM
January 31, 2014

Date of Final Defense
ii
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
iii
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
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.
iv
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;
v
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
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
3.4. Provisions of the Law 24

3.5. Values and ARTA Implementation 27
4 THE EXTENT OF IMPLEMENTATION OF ARTA IN MARAMAG
4.2. Methodology 29
4.3. Indicator of ARTA Implementation 30
4.4.1. Demographic Data of Customer-Respondents 31
4.4.2. Demographic Data of Employee-Respondents 34
4.4.5. Service Quality 40
5 THE STRENGTHS AND WEAKNESSES OF ARTA IMPLEMENTATION
IN MARAMAG
5.2. Methodology 52
5.3.2. Integrity/Honesty 53
5.3.3. Accountability/Responsibility 56
5.3.4. Proper Management of Public Affairs and Properties 59
6 THE PROBLEMS OF ARTA IMPLEMENTATION IN MARAMAG AND
THEIR SUGGESTED INTERVENTIONS
6.2. Methodology 67
viii

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
H Background of the Municipality of Maramag 104
I Pictures 111
J Correlations and Reliability Tests Results 118
CURRICULUM VITAE 125
ix
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
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
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
2
(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.

3
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?
4
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:

5
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.

6
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.

7
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,
8
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
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.
9
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.
10

SANGGUNIANG BAYAN MAYOR

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

11
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.
12
13
Figure 2. Physical lay-out of LGU-Maramag offices

14
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
15
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.

16
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
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
17
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.

18
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

19
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).
20
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?;
21
And what are the problems and their perceived resolutions encountered in the ARTA
implementation?
22
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.

23
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

24
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
25
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.
26
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
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.

27
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.
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.

28
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.

29
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
30
1 for not/strongly disagree.
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

31
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).

32
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

33
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

34
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

35
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
41 above
Position
36
37
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
attitude
38
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

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
attitude
Legend:
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.

39
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).
40
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
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.

41
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
2. Outcome/Result
a. Service providers care of the output I receive 4.24 A
b. Outputs do not need revision 4.14 A
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
Overall 4.42 Favorable attitude
42
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
attitude
Legend:
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.

43
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
44
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

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
45
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
attitude
VS=Very Satisfied D=Dissatisfied
S=Satisfied VD=Very Dissatisfied
Table 7. Assessment of employees on the physical working condition

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
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
46
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
attitude
Legend:
QD=Qualitative Description U=Undecided
47
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
48
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.

49
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.

50
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.
51
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.

52
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
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.
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
53
through multiple responses were triangulated and validated from available secondary data.
Analysis technique employed descriptive statistics.
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.
5.3.2 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

54
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

55
(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
1. knowledge of the 26 86.67 1 1. Knowledge of 62 62.37 1

employees employees
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
customers customers
56
Table 10. Weaknesses of ARTA implementation on integrity/honesty
Customers Employees
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).
57
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).

58
Table 11. Strengths of ARTA implementation on accountability/responsibility
Customers Employees
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.

59
Table 12. Weaknesses of ARTA implementation on accountability/responsibility
Customers Employees
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
60
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
Customers Employees
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
61
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

Customers Employees
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
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:

63
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.
64
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.
65
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.

66
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.
67
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
68
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.
Results of the study yielded certain factors posing as problems or major concerns to
customers and employees in the ARTA implementation of the LGU.
6.3.2 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.
69
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

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

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

71
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.
72
Table 17. Problems encountered and suggested interventions on physical working
condition

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.

73
Table 18. Problems encountered and suggested interventions on over-all satisfaction

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
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
74
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

75
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)
76
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.

77
Recommended Action Plan
Area/ Responsible
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
78
Area/ Responsible
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
79
Area/ Responsible
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
80
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
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.

81
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
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:
82
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.
83
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.
84
BIBLIOGRAPHY
This part will list the literatures and references cited in the study in alphabetical order using
APA format.
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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

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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
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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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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
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
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Ssonko, D. (April 2010). Ethics and accountability, transparency, integrity and
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Benin.
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Wikipedia Mobile.2013
Wordbook 2013
87
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
88
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:
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
ubos:
Sa problema nga imong gisulat, unsay imong suhestyon alang kini matubag? Palihog isulat:
89
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
ubos:
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
90
20. Limpyo nga mga kasilyas
21. Adunay lugar hulatanan
22. Adunay mga pasilidad alang sa mga mabdos, lulid ug
mga edaran
ubos:
E. Kinatibuk-ang Pagbati, isip kustomer 5 4 3 2 1
23. Malipayon ako nga mibiya sa opisina human ang

akong opisyal nga transakyon
ubos:
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
91
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
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
1. 1.
1. 2.
2. 3.
Daghan kaayong salamat sa imong pagtubag sa mga pangutana.

Maayong Adlaw!
92
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
24. Adhere to the Citizens Charter and advocate the
anti-fixer campaign in delivering frontline services
to the customers
93
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
G. Frontline Service Delivery 5 4 3 2 1

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
H. Service Quality 5 4 3 2 1
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
94
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
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
44. Comfort rooms
45. Waiting area
46. Facilities for pregnant women, persons with
disability and the elderly
Problem/s in these areas:

95
J. Over-all Satisfaction 5 4 3 2 1
47. See contentment /satisfaction on the faces of my

customers
Problem/s in this area:
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

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
96
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

1 1
2 2
3 3
Thank you very much for your cooperation.

97
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?
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?

98
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?

99
APPENDIX D LETTER TO HON. JOSE V. OBEDENCIO, MUNICIPAL VICE
MAYOR/ACTING MUNICIPAL MAYOR

100
APPENDIX E LETTER TO MR. FRANCISCO Y. CIPRIANO, MPDC
101
APPENDIX F Letter to Ms. Florence A. Waban, LGOO V
102
103
104
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.

105
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.

106
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
1970-1971
6. Hon. Dennison S. Asok Hon. Toribio M. Balistoy Elected
1971-1972
Hon. Conrado G. Micayabas, Jr. Elected
1972-1979
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
107
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
108
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
109

110
Location Map of Maramag

111
I PICTURES
(Top): Front view of the Municipal Building of LGU-Maramag. (Bottom-Left): Main

Entrance. (Bottom-Right): Main Exit Door
112
LGU-Maramag Performance and Commitment Pledges located at the ground floor
Anti-fixer campaign publications

113
No smoking sign No noon break signage
Entrance Door of the MPDO Directional guide

114
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

115
List of frontline services of the MEO
List of requirements Process flow chart

116
List of requirements and process flow chart of MBO
Workflow of services offered by the MTO

117
Public Assistance and Complaints Desk manned by responsible employee
Comfort room for men at the 2nd Floor Stairs going down
118
J CORRELATIONS AND RELIABILITY TESTS RESULTS
Correlations
C:\Program Files\SPSS\masucol employee.sav
Correlati ons
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
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 Pearson Correlation 1 .772** .710** .767** .669** .783**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
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
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
119
Correlati ons

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
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
Correlati ons

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
120
Correlati ons

s15 Pearson Correlation 1 .516** .429* .329 .456* .627**
Sig. (2-tailed) .004 .018 .076 .011 .000
N 30 30 30 30 30 30
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
Sig. (2-tailed) .000 .000 .000 .000 .000
N 30 30 30 30 30 30
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
121
Reliability
N %
Cases Valid 30 100.0
Reliabi lity Statisti cs
Excludeda 0 .0
v ariables in the procedure. .949 29
Correlations
Correlati ons
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
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
122
Correlati ons
s6 Pearson Correlation 1 .692** .604** .572** .351 .405*
Sig. (2-tailed) .000 .000 .001 .057 .027
N 30 30 30 30 30 30
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

Correlati ons

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
123
Correlati ons

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
Sig. (2-tailed) .003 .001 .001 .002 .000
N 29 29 29 29 29 30
Correlati ons

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
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
124
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
Reliability
N %
Cases Valid 28 93.3 Reliabi lity Statisti cs
Excludeda 2 6.7
v ariables in the procedure. .907 28
125
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

Tertiary : Bachelor of Science in Agriculture (Soil Science) - 1997-2001

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

L.salaPID-MASUCOL Implementation of The Anti Red Tape Act of 2007 ARTA - The Case of Maramag

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MINDANAO UNIVERSITY OF SCIENCE AND TECHNOLOGY

IMPLEMENTATION OF THE ANTI-RED TAPE ACT OF 2007:

Presented to the Graduate School Faculty of

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

MONTANO F. SALVADOR, DPA

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

TEOFISTA BARTOLOME, Ph.D. SOCORRO M. IBONIA

MONTANO F. SALVADOR, DPA FILIPINO O. AMOGUIS

ESTRELLA F. PEREZ, DALL

ESTRELLA F. PEREZ, DALL

January 31, 2014

in the Local Government Unit of Maramag.

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

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

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

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

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

the study possible:

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

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

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;

study in the LGU;

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

providing honest responses in the conduct of the study;

and support in the administration of the survey questionnaires;

notwithstanding time element;

whos always been an inspiration;

3.4. Provisions of the Law 24

6.3.1. Demographic Data of Respondents 68

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

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

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

becomes alarming and threatens public service delivery.

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

competence in public service delivery.

voluminous requirements and seemingly endless processes to simply secure certificates or

licenses (Puno, 2008).

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

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

dated July 24, 2008.