ABSTRACT

Vina C. Perez, Reynarose A. Pecana, Kayzer B. Cabras, Davao Oriental State College
of Science and Technology, March 2019. “Implementation of Anti-Red Tape Act in the
Local Government Unit of Mati City.” (Undergraduate Thesis). Davao Oriental State
College of Science and Technology.

This quantitative-descriptive research study aimed to determine the level of

implementation of the Red Tape Act in the LGU-Mati City. It includes the socio-
demographic profile of the respondents; the extent of implementation of the Red Tape Act
in terms of citizen charter, anti-fixer campaign and personal identification and complaints
desks; the level of performance of the offices in LGU-Mati City in terms of the
implementation of the Red Tape Act.
The researchers used quota and convenience sampling for the sampling technique
of this study. This study utilized the 300 sample respondents within the Local Government
of Mati City.
Results revealed that most of the respondents are 25-30 year, are male and
dominant of the respondents are single. These respondents have big contribution to the
responses on assessing the level of implementation of the Red Tape Act.
In the extent of Implementation of the Anti-Red Tape Act in the LGU-Mati City, it
implied that the Personal Identification and Complaints Desks is the best in terms of
implementation of Anti-Red Tape Act in LGU-Mati City, followed by citizen charter and
lastly which is anti-fixer campaign.
For the Level of the Anti-Red Tape Act in terms of Performance of City of Mati LGU
Offices, findings showed that the respondents absolutely observed or were completely
seen, felt and experience the services under office of the secretary to the Sanggunian,
City Treasurers Office, Business Permit and Licensing Office, City Registrar’s Office, City
Administrator Information Desk Officer, City Health Office, City Accounting Office and City
Assessor's Office. Specifically, the City Administrator Information Desk Officer means that
has a best performance among the offices of LGU-MATI City in terms of implementation
of anti-red tape act.
It was also found out that General Services Office the least performance among
the offices of LGU-MATI City in terms of implementation of anti-red tape act.
The result on the responses of the respondents should be a guideline to the LGU-
Mati City to improve more their services in terms of Implementation of the Anti-Red Tape
Act particularly in the anti-fixer campaign.
To the future researchers, this endeavor served as reference and even
contributory ideas in the future research undertaking and consider other institution in terms
of implementation of anti-red tape act.
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CHAPTER I

INTRODUCTION

Rationale of the Study

The Civil Service Commission strictly implements the RA 9485 otherwise known

as Anti-Red Tape Act of 2007 (ARTA) which covers the No Noon Break Policy of all

Government Agencies. Its concerns are to address effectively and promptly the requests

of the clients from the services they availed. This only suggests that the commission seeks

an efficient and quality assured service given to the customers (CSC, 2013).

Hilpern (2007) in his book ‘A Question to Positive Motives, Employers Law’

suggests that those who work in the wee hours (including noon breaks) are inefficient and

unproductive. He sees that to effectively address the clients concerns one must incur the

positivity of good relaxation even in least time. Conversely, Jewson and Mason (1986),

from the book Theory of Equality and Equal Opportunity Policies, suggest that citizens

have most rights in discouraging red tape procedures. This only suggests that the Anti-

Red Tape Act is disregarded to address clients clamor to quality service.

The Philippines acknowledges the growing problem of Red Tape, which

consequently became primordial concern of the government. The Republic Act 9485 is a

manifestation that Red Tape problem indeed exists in the inter-agencies. The civil service

commission sees this growing problem, so called ‘bureaucratic problem’, destroys the

public trust and public dominion in upholding the rule of law (CSC, 2013).

There are some local studies emerged in addressing the existence of Red Tape

problem within the locality. Codilla, et. al, (2014) cited that the noon break problems can

be construed if there are effective shifts, and precedent work plans in the specific

department. Additionally, local researchers from the DOSCST see that even government
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frontline offices, though minimal, still experiences disrupted services due to some offs

during wee hours (Millado et. al., 2018).

With the context seen, it only shows that the implementation of Anti-Red Tape Act

is considerably felt and to fully quantify the moderateness of this predicament, the

researchers aim to seek answers for this problem.

With this sufficient urge and evidences, the researchers seek to find out the

implementation of Anti-Red Tape Act System within the Local Government. Through this,

the researchers can find demonstrable solution and recommendation for the problems

raised.

Objectives of the Study

This study aimed to determine the level of implementation of the Anti-Red Tape

Act in the LGU-Mati City. More specifically, it sought to answer the following objectives,

as follow:

1. Determine the socio-demographic profile of the respondents in terms of:

1.1. Age

1.2. Gender

1.3. Civil Status

2. Measure the frequency of the implementation of the Anti-Red Tape Act in the

LGU-Mati City in terms of:

2.1. Citizen Charter

2.2. Anti-Fixer Campaign, and

2.3. Personal Identification and Complaints Desks

3. Evaluate the performance of City Offices on the implementation of Anti-Red

Tape Act (ARTA) of 2007.

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Scope and Limitation

The scope of this study was the Anti-Red Tape Act which specifically assess only

the Citizen’s Charter, Anti-Fixer Campaign and Personal Identification and Complaints

Desks the LGU which was bounded only to the clients and offices in the Local Government

of the City of Mati, the clients that has acquired the most of the frontline services in the

local government offices which includes the frontline services, administrative functions

(Citizen’s Charter, Anti-Fixer Campaign and Personal Identification and Complaints

Desks) and processes in the local government. The researchers believed that these are

the most significant answers to the rationale provided in their study.

The study was likewise limited only to 300 constituents aging 18-55 above of the

City of Mati which likely to have experienced most of the services within the local

government unit of Mati City. The researchers believed that with this poll of respondents,

reliability and validity of the responses found in this research will be established.

Theoretical Framework

This study is anchored to the Role Strain Theory of William Goode (1960), which

states that the social institutions are supported and operated by role relationships.

Individual and social structure is maintained, this relationship comes with social function

and social obligation, which should be conform to the societal expectations.

The same way, theory implies that the roles between these two entities are aligned

with social functions. This theory sees that the more roles are created more obliged are

the society which they are enthralled in.

Further, the theory says that with policies created, it sees that social obligation and

social expectations are raised.

In the Philippine context, there are members of public sector reform initiatives that

have been implemented. Institutional mechanisms on corruption, red tape and inefficiency

were enacted over the last two decades. However, as observed the country is still
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grappling with the same old issues and challenges. One may ask are these problems have

something to do with the kind of bureaucracy the country has, including its processes,

leadership, structures, public ethics and cultural values?

REPUBLIC ACT NUMBER 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 Thereof” or the Anti- Red Tape ACT (ARTA) of

2007. (CALINA, 2017).

Significance of the Study

The study is beneficial to the following:

To the Local Government Unit of Mati City which the researchers see as the prime

benefactor of the output of this research. The researcher identifies the specific offices that

may likewise benefit this research.

To the Civil Service Commision, the commission will benefit this research which

will serve as the client evaluation in following the national mandate on the Anti-Red Tape

Act. The commission can use this research as their score sheet for future evaluations.

To the Government Employees of the LGU-Mati, the employees will be mostly

benefitted with the result of the study as it can be serve as an evaluation to the different

frontline offices in the locality. Moreover, this can serve as the basis on where to improve

specifically their services and commodities towards the community they serve in.

Moreover, to the constituents in the city can benefit the study through frequent

evaluation on the effectiveness of the implementation of the No Noon Break Policy in the

LGU.

Lastly, other researchers can use this research for future citations and ratifications

of this research.
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Definition of Terms

To fully understand the terminologies frequently used in this research, the

researchers defined the terms operationally, technically and conceptually according to the

usage in this study.

Anti-Red Tape Act - Civil Service Commission define the term as “…an idiom that

refers to excessive regulation or rigid conformity to formal rules that is considered

redundant or bureaucratic and hinders or prevents action or decision-making. It is usually

applied to governments, corporations, and other large organizations…” (CSC, 2013). In

this study, it is defined as the interruptions in the normal process of the services and/or

documents in the local government which may expedite delay or retain the service.

LGU – Officially local government in Mati City, often called local government units

or LGUs, are divided into three levels – provinces and independent cities; component

cities and municipalities; and barangays.

Citizen’s Charter - In this study, it only means that there is a step-by-step process

seen in the most conspicuous area of the office. The immediate systematized manner of

stages to be undergo when making transactions.

Anti- Fixer Campaign – Any individual whether officially involved in the operation

of the government office or agency who has access to people working therein, and

whether in collusion with them, facilitates speedy completion of transactions for pecuniary

gain or any other advantage or consideration.

Personal Identification and Complaints Desks – In this area, it provides

guidance and clarification regarding in an office that the client need assistance.

Clientele - the clients or customers, as of a professional person or shop,

considered collectively and a group or body of clients and the respondents of the study.
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CHAPTER II

REVIEW OF RELATED LITERATURE

Provided in this section are the theories, concepts, facts, information, views and

readings from various authors worldwide related to Anti-Red Tape Act, citizen charter,

anti-fixer campaign, and personal identification and complaints desks.

Anti-Red Tape Act (ARTA)

Defining red tape can come from 2 divergent views. One is from the client’s point

of view and the other is from the point of view of the service provider or organization.

In 1977, Kaufman described red tape as “[when] people rail against red tape, they

mean that they are subjected to many constraints that many of the constraints seem

pointless, and that agencies seem to take forever to act.” Subsequently, in 1984,

Rosenfield defined red tape as “guidelines, procedures, forms, and government

interventions that are perceived as excessive, unwieldy, or pointless in relationship to

decision making or implementation of decisions.” From a clientele’s point of view, 2

necessary conditions for red tape are highlighted: (1) no benefit with respect to specific

objective of the rule or procedure, and (2) some compliance cost.

According to Davis, et.al. (2011), many public management scholars engaged in

red tape often conceptualize red tape implicitly or explicitly as an organizational-level

characteristic. Organizationally, red tape is seen as pathology and, therefore, either

distinctive from formalization (the process or the setting up of rules and procedures) or as

a subset of formalized ruled and procedures.

However, Pandey and Scott, (2002), the diverging views on red tape lead

individuals outside the organization to see some rules and procedures as red tape while

individuals within the organization see it as representing necessary procedures and

safeguards.
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In both perspectives, there is a necessity to set up agreeable rules and procedures.

In this manner, the birth of the citizen’s charter marked a paradigm shift in doing the

business of government. The charters serve as a contract between the public and the

state/government on how services are to be provided (Hague, 2007).

In the Philippines, The R.A. No. 9485 or the Anti-Red Tape Act of 2007 (ARTA) is

a piece of legislation that aims to improve the efficiency and prevent graft and corruption

in the delivery of government services by reducing bureaucratic red tape, and increasing

accountability and transparency in governance.

The Report Card Survey (RCS), implemented by the Civil Service Commission

(CSC), is a component of R.A. No. 9845. It is “an evaluation tool that provides quantitative

measure of actual public service user perceptions on the quality, efficiency and adequacy

of different frontline services, as well as a critical evaluation of the office or agency and its

personnel” (Rule II, Section 2 (k), ARTA IRR).

The RCS uses a survey questionnaire and inspection checklist that the National

Statistical Coordination Board (NSCB) (now Philippine Statistics Authority or PSA) has

approved. Researchers interview 30 clients per service office of an agency and tabulate

the scores obtained from the survey questionnaire and inspection checklist. Government

offices are then rated from “Excellent” to “Failed.”

In 2010, the CSC piloted the RCS and has conducted the survey nationally for 4

years now. While there are observations that the ARTA has gained ground due to the

RCS, the survey can still be improved to further ensure the agencies’ compliance with the

ARTA Law, with the objective of consistently improving the quality of frontline services in

the country.

The RCS is instrumental in assisting the CSC in identifying compliance of

government offices with the ARTA. However, enhancements can be made to make the

ARTA-RCS more consistent and accurate. The information and data generated through
 9

the ARTA-RCS can also be enriched to further improve the diagnosis of CSC. A more

responsive and detailed RCS will provide the CSC with more indicators from which it can

provide better assistance to the agencies. This is expected to enhance compliance of

agencies with the ARTA.

Compliance with the ARTA, among other things, reduces opportunities for

corruption in the delivery of government services. This leads to the decrease in

bureaucratic red tape and increase in transparency and accountability, which contributes

to improved delivery of public services and to lower transaction costs in government,

therefore, giving a trade and investment environment that promotes open and fair

competition.

The Anti-Red Tape Act Report Card Survey (ARTA RCS) is a client feedback

survey of government service offices with the objective of reducing bureaucratic red tape

and preventing graft and corruption. It is conducted annually by the Civil Service

Commission (CSC) since 2010 in cooperation with the Development Academy of the

Philippines (DAP). The ARTA-RCS aims to rate the agencies' performance in delivering

the frontline service and fulfilling the provisions of Republic Act No. 9485 also known as

the "Anti-Red Tape Act of 2007" such as the following: a. Presence of Citizen's Charter;

b. Presence of Anti-Fixer campaign materials; c. Manned Public Assistance and

Complaints Desk

Clearly, this campaign shows that the Philippines have undertaken measures on

the noon break policies in the nation. The results of the survey which was released on 25

January 2016 showed that out of 1,114 government services, 353 offices (31.7%) obtained

Excellent rating, six offices (0.5%) got Outstanding marks, 697 offices (62.6%) were rated

Good, 43 offices (3.9%) were graded Acceptable, and 15 offices (1.4%) failed the RCS.

Results also showed that among agencies surveyed, GSIS, Land Bank of the Philippines

(LBP), Phil Health and SSS obtained 100.0% passing mark in the RCS. Overall, GSIS has
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the highest percentage in terms of excellent rating followed by PhilHealth. Among the

regions, Region 2 (Cagayan Valley) got the highest percentage of offices (56.0%) which

were rated as Excellent, followed by Region 3 (Central Luzon) with 46.0% and Region 5

(Bicol Region) with 42.0% (PSA,2016).

This year, the survey targets 1,007 government agencies/offices all over the

Philippines to obtain opinions on how agencies follow provisions in their Citizen's Charter

and getting information of hidden costs incurred by clients in accessing frontline services.

Thirty (30) clients within the premises of the service office will be randomly selected to

undergo the interview immediately after availing of any frontline service. A total budget of

Php 17,331,000 (or Php 573.68 per respondent) is allocated for the survey which will run

its data collection starting March 2016 until October 2016. Results of the survey are

expected to be released by January 2017 (PSA, 2016).

The daily time record (DTR) is the sole basis for the computation of leave credits

as well as under times and/or absence incurred by CFO personnel. All employees shall

use the Time Monitoring System (TMS) to record their official time-in and time-out to and

from the office respectively. In case of TMS malfunction, only the recording of time-in and

time-out by the guard using the official log book will be honored. All personnel shall also

strictly observe proper log out and log in between 12:00 p.m. to 1:00 p.m. (lunch break)

using the Time Monitoring System (TMS) (CFO-MAP, 2015).

There are some initiative ways of addressing citizens complain to the Anti Red-

Tape act policy. A client, who feels satisfied with the service of a government employee,

may report such good deed to the CSC. The CSC, upon verification of the employee, is

cited. This forms part of the reward component of the program, Gantimpala Agad or Instant

Reward. Its notable feature is that it immediately grants rewards and incentives to well

performing employees as adjudged by the transacting public (de Leon, 2001).

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From a simple client feedback mechanism, the Mamanayan Muna, Hindi Mamaya

Na Program soon spun off various support systems during its implementation. There was

established a Mamamayan Muna Hotline, a telephone hotline where citizens could get in

touch with the Mamamayan Muna operation center for their complaints and

commendations, twelve hours a day, from 7:00 a.m. to 7:00 p.m., Mondays through

Fridays, with no noon breaks. Another surrogate project was the Mamamayan MunaDrop

Box, which was labeled “CSC Mamamayan Muna Drop Box 724,” where “724” stands for

seven (7) days a week and twenty-four (24) hours a day. This was a drop box installed in

the CSC and its regional offices to provide the public a means to relay their feedback to

the CSC even after office hours and even on weekends. Reports received at the Box are

collected daily and are acted upon 72 working hours from receipt (de Leon, 2001).

In combatting the “Red-Tape”, the Philippine Congress, recognizing the pervasive

impression of inefficiency, passed Republic Act No. 9485, better known as the Anti-Red

Tape Act of 2007 (ARTA). The Civil Service Commission (CSC) has started implementing

the Anti-Red Tape Program (initially via the Report Card Survey) in 2010. Since then,

other program components have been added. Conduct of ARTA-Report Card Survey

(RCS) in high density/most complained agencies Section 10 of ARTA subjects all offices

and agencies providing frontline to a Report Card Survey (RCS) to be initiated by the CSC,

in coordination with the DAP, which will be used to obtain feedback on how provisions in

the Citizen's Charter are being followed and how the agency is performing. Further, ARTA

outlines that the RCS will also be used to obtain information and/or estimates of hidden

costs incurred by clients to access frontline services which may include, but is not limited

to, bribes and payment to fixers. Thus, the CSC has developed evaluation tools for the

RCS and has drawn up plans for the conduct of the survey.

All activities are undertaken on a service office level. For this program, a service

office is defined as an office under a government agency offering an array of face-to-face

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transactions/services to the public. Central, regional, provincial, city, municipal, district,

satellite, branch and extension offices offering frontline services are all considered service

offices (Governance Cluster, 2014)

In achieving the goals of Good Governance Cluster, an Action Plan was crafted

that outlines the key reform programs or initiatives of the Aquino administration in pursuit

of good governance (NEDA 2011). This includes the goals of the Governance Cluster of

improved public services delivery, curbed corruption, and enhanced business

environment, with the following priority outcomes identified for 2013-2016: improved

transparency and citizens’ empowerment; improved public-sector performance; improved

anti-corruption measures; and improved policy environment for good governance

Citizens Charter

The basis of measurement for effective and efficient delivery of service in both

instances – internal and external – is the established practices or mechanisms. Excellent

service can only be obtained from an agency that has established effective practices or

mechanisms (Citizen’s Charter) aimed at improving public service delivery and preventing

red tape and graft and corruption (Esber, 2012).

The Citizen’s Charter was first introduced in the Great Britain in 1991. In the

Philippines, it was first introduced in the City of Naga in 2001, 6 years before the passage

of the ARTA Law. Meanwhile, the use of a citizen report card or community report card

was pioneered in 1993 in Bangalore, India (Saguin, 2012).

Internally, red tape can be measured by organization members, particularly the

managers and employees. Externally, it can be measured by the transacting public or

clients (Bretschneider, et.al., 2008).

The White Paper the Citizen's Charter: Raising the Standard was published in July

1991 (Prime Minister, 1991). It was particularly closely associated with the then new Prime
 13

Minister, John Major. His introduction stated that: 'I want the Citizen's Charter to be one

of the central themes of public life in the 1990s'. Eighteen months later, in the First Report

on the Charter, Major reaffirmed that he envisaged the Charter as a ten-year program of

radical reform' (Prime Minister, 1992).

Each public service or agency has been asked to develop its own charter(s). At

the time of writing, there were more than 30 of these, covering most of the public services

and some public utilities. Among the most publicized were the Parents' Charter (schools),

the Patient's Charter (hospital) and many more. New and revised charters are still in the

pipeline (Goldsworthy, 1993). In Britain for example, a Citizen's Charter Unit was set up

at the Cabinet Office as part of the Office of Public Service and Science, reporting to the

Chancellor of the Duchy of Lancaster. The Unit was given the authority to veto any draft

departmental charters which didn't appear to measure up to requirements (this authority

was used at least once, and sends a strong signal through Whitehall's otherwise quasi-

federal system). However, this control did not extend to all public bodies—for example;

some local authorities issued their own charters without consulting the Unit. Partly in order

to cover this local government flank, the Audit Commission was given the power (under

the Local Government Act 1992) to publish a set of charter quality indicators for all local

authorities. It soon began to consult local authorities on the make-up of this indicator set

(Audit Commission, 1992)

A more recent development is a telephone helpline, a Charter line. In addition, a

central task force was set up in 1993 to make sure that every public service has an

appropriate complaints system. Finally, British government, each year, the Prime

Minister's Citizen's Charter Advisory Panel awards 'Charter Marks' to public service

organizations which have entered a competition in which they must show measurable

improvements in quality. In the first round (September 1992) Charter Marks were awarded

to 36 of 300 applicants.
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In this regard, the key in measuring red tape is a “service charter,” also known as

the “citizen’s charter.” According to Organization for Economic Cooperation and

Development (OECD) (Policy Brief, 2007), strategies to responding or preventing red tape

have 2 dimensions. First is restricting new regulations. Before a new regulation/process

is introduced, it is examined for administrative burden, e.g. the Regulatory Impact

Assessment (RIA), to ensure that the new regulation is necessary and that it will not add

unnecessary additional burden. Second is administrative simplification. As the name

implies, this requires reforming existing burdensome regulations or processes. It usually

involves process reengineering to cut red tape. One-stop shops are also set up for

businesses and citizens to obtain all information or services necessary for their query or

transactions.

Further, surprise visits to government agencies in coordination with Civil Society

Organizations (CSOs) (ARTA WATCH). The ARTA Watch aside from being a mechanism

to promote awareness and level of compliance of government agencies with the Act, also

serves as a support to the ARTA RCS. The spot check is aimed at providing measures to

agencies to correct/improve their frontline service delivery based on the observations

obtained during the visit, particularly on the posting of the agency’s Citizens Charter,

observance of the “No Noon Break Policy” and Anti-Fixer Campaign. The ARTA Watch

Team also provides general information on the ARTA, CSC Seal of Excellence and

Service Delivery Excellence Program during said visit.

Additionally, conduct of Service Delivery Excellence Program (SDEP) to agencies,

which failed in the ARTA – RCS. The SDEP is one of the programs of the CSC designed

for agencies to review systems and procedures and identify appropriate interventions to

address concerns, if any. The result of the RCS will be the basis of the level of SDEP

assistance to agencies. It is aimed at providing immediate solutions and assistance

particularly to agencies, which failed to comply with its Citizen's Charter.

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Moreover, awarding of the Citizen’s Satisfaction Center Seal of Excellence to

agencies with excellent rating on ARTA- RCS. The Citizen's Satisfaction Center Seal of

Excellence Award is conferred annually to government agencies, which were subjected to

the RCS and have demonstrated excellence in public service performance as selected by

the CSC. It is awarded to agencies that passed all the areas of the RCS with an overall

score of 90 – 100 points or a descriptive rating of Excellent and have passed the two-

phased validation process.

Moreover, the OECD-Policy Brief, (2007) also described 4 essential organizational

models responding to red tape: single purpose entities – promote one particular aspect of

simplification, i.e. plain-language use, cutting red tape for particular groups or sectors;

administrative simplification agencies – promote simplification across the board rather

than focusing on one particular tool; regulatory reform agencies – mandated to cut red

tape as part of improving the quality of regulations; and External committees – a body set

up by the government to cut red tape, usually made up of civil society organizations.

ARTA mandates the review and reengineering of frontline services to cut red tape

and enhance efficiency, transparency, and accountability in the delivery of public services.

It requires the formulation and publication of a Citizen’s Charter, “an official document, a

service standard, or a pledge, that communicates, in simple terms, information on the

services provided by the government to its citizens. It describes the step-by-step

procedure for availing a particular service, and the guaranteed performance level that they

may expect for that service” (RA 9485 IRR, 2008). The Citizen’s Charter manifests the

service benchmark and the reengineered systems and procedures of the agency. The

conduct of report cards has 3 common models: (1) independent civil society organizations

undertake the initiative (India); (2) service providers themselves seek client feedback

directly (United Kingdom); and (3) an oversight agency undertakes the initiative (USA and

the Philippines).
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Anti-Fixer Campaign

Republic Act No. 9485 (LawPhil, 2007) is 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. This Act shall be known as the "Anti-Red

Tape Act of 2007". It is hereby declared the policy of the State to promote integrity,

accountability, proper management of public affairs and public property as well as to

establish effective practices aimed at the prevention of graft and corruption in government.

It embodies the Anti-Fixer campaign in which "fixer" refers to any individual whether

officially involved in the operation of a government office or agency who has access to

people working therein, and whether in collusion with them, facilitates speedy completion

of transactions for pecuniary gain or any other advantage or consideration.

Further, the implementation of the Anti-Fixer campaign is also a determinant of the

performance of good governance. Performance is a key word permeating all discussion

about “new public management'' (OECD, 1993). Part of its attraction is that performance

is a broad concept: it has various meanings, for different audiences, in different contexts

(Carter, 1991). This makes the design of performance indicators (PIs) in both the private

and the public sectors very difficult. Besides the technical problem of operationalizing an

abstract concept, the same set of PIs may need to be used to answer questions about the

different dimensions of performance.

Whereas performance measurement in the private sector is, in general, seen as

something normal positive, negative (±) the assumption being that the private sector is

imbued with a performance-based culture ± conventional wisdom suggests that there are

special characteristics of the public sector which make performance measurement

inappropriate or, at least, very difficult. Two explanations are commonly used to explain

the differences in public/private performance measurement (Carter, 1991). The first

 17

assumes that because private firms putatively adhere to bottom-line profit requirements,

performance measurement is a straightforward and contestable technical procedure.

The second argument focuses on the particular social and political pressures on

public sector agencies. Public services operate with a fixed budget and consumer groups

are in competition with each other for scarce resources. The market solution to this

situation is to introduce the user pays principle in selected public services so that users of

a service are the actual people paying for that service. But the imperative of the welfare

state precludes this market option from economic textbooks. This problem of scarce

resources implies for performance measurement in the public sector that a certain degree

of insensitivity to consumer demands is positively desirable in order to protect the interests

of those vulnerable consumers, least satisfied with services delivered and with the least

resources for either “exit'' or “voice'' modes of protest (Klein,1984). In other words,

consumer satisfaction cannot be the only, or dominating, dimension in performance

measurement in the public sector and has to be handled with considerable caution (Swiss,

1992).

There are also different dimensions to performance measurement. Whereas, in

the 1980’s, the focus was on the “three E’s'', economy, efficiency and effectiveness; the

1990s attention has shifted to quality and consumer satisfaction. One reason for this can

be seen in a value change to the phenomenon of the “difficult citizen'' (Klages, 1994); one

who wants to be the “subject of his actions''. This value change involves the “difficult

citizen'' not passively accepting the state per se, in the sense of the “older'' theories about

the functions of the corporatist state, but taking a consumerist and “instrumental view''

(Klages, 1993) of the state in the sense of public services delivered.

There are too many offices who declines the fast—stead action to less opportune

clients such as the PWD’s, elderly, pregnant women, etc. this is widely seen globally,

these PI’s does not provide accurate measure to the government service quality
 18

performance (Klages, 1994). Thus, red tape problem is not only experienced from one

country but to rests as well.

Personal Identification and Complaints Desk

Traditional public service has been monolithic organizations with overall

management (Major, 1989). The government has at the same time sought to extend the

extent of charging for public services and where charges exist to reduce the extent of

subsidization. The principle of 'user pays' is being introduced along with the attempt to

create choice. Charging is also being developed within public service organizations by the

development of internal markets. The use of charging by the public services changed

remarkably little in the 1980s. It is yet to be seen whether markets will be based on pricing

and charging in the new public service (Heald, 1990).

The management of public services has to be grounded in the purposes,

conditions and tasks of the public domain. The article has set out the main trends in the

management of public services. This can be through Personal Identification and Complaint

Desks. It has shown the extent of the challenge to the organizational assumptions that

have governed the previous management of public services. It has recognized the

strength of those changes, but also the danger if the distinctive purposes, conditions and

tasks of the public domain are ignored. It has shown that there are limitations to most of

the approaches being adopted when examined from that perspective. Although these

approaches have a contribution to make to public management, they do not by themselves

constitute an adequate basis for that management (Stewart and Welsh, 1992).

The mistake is to assume that there is one approach to management applicable to

public services based on an over-simplified model of the private sector. The language of

consumerism, the development of government by contract and of contractual

accountability, the form of performance management, the use of quasi-markets and a

stress on private sector values create problems if the limits to their application in the public
 19

domain is not recognized. This does not mean that these approaches do not have value

in the public sector, but they do not by themselves constitute an adequate approach to the

management of public services. They have to be balanced by approaches which

recognize the values of the public domain (Stewart and Welsh, 1992).

The public service, it seems, can only retain legitimacy by changing the way that it

is managed, or appears to be managed, to reflect ideas about what constitutes good

management, which will typically be based on private sector ideas. In many cases, as

Meyer and Rowen (1977) argue, the change will be ritualistic. Moreover, because it is

difficult to measure objectively the performance of the public service there is a tendency

to imitate those organizations that are seen, whether rightly or wrongly, as effective

(Dimaggio and Powell 1985).

Summary and Conclusive Notes

Transparency, as defined, is the exercise of openness in government processes

actions, and decisions through regular disclosure of pertinent information to the public,

ensuring citizen’s access to information on government affairs, an effectively

communicating to the public (UNDP 1997).

In its broadest sense, empowerment is the expansion of freedom of choice and

action. It means increasing one’s authority and control over the resources and decisions

that affect one’s life. As people exercise real choice, they gain increased control over their

lives (Governance Cluster, 2011)

As of the last quarter of 2014, the Governance Cluster (2015b) reported that of the

30 initiatives that aim to curb corruption, improve service delivery and enhance the

business and economic environment, 15 were on-time in their implementation and with

Good Performance (75-100% of milestones/KPIs are achieved); 12 were delayed in their

implementation (by 3 months or less) and with average performance (50-75% achieved
 20

milestones/KPIs); and 3 were very delayed (for more than 3 months) with poor

performance (less than 50% of milestones/KPIs).

Among the poor performers is PhilGEPS as the Phases 2 and 3 of the software

modernization are not yet completed and additional functionalities have to be installed by

2015 (Governance Cluster 2015b). Among the very good performers are on the Seal of

Good Local Governance and the Integrated ARTA. This may be explained by the fact that

these are mainly monitoring mechanisms that are tied up with incentives and awards.

Local governments scoring high in the Seal are eligible for the Performance Challenge

Fund (PCF), a P1-million support fund to finance local development initiatives in

furtherance of national government goals and strategic thrusts. High scorers (excellent

ratings) in the ARTA-Report Card System are awarded the Citizen’s Satisfaction Center

Seal of Excellence, which could be bragging rights of public agencies and service centers.

The interim report (Mangahas 2014) meanwhile, raised some concerns such as

more work has to be done; participatory road map has to be designed; “selectivity’ in the

choice of CSOs to be engaged in the processes has to be corrected; project is slow moving

and disbursements were ‘clouded with controversy” (e.g., the BUB appears to be politically

infected and there is a need to insulate the process from partisan politics; in addition, the

budgeted amounts for the BUB projects have to be verified because “it seems to be a

discretionary fund like pork barrel,…”); lack of capacity for such participatory audits. In

addition, particularly for the Seal, it needs to be validated by independent assessors or

citizens and stakeholders at the town level in order not to make the award “a dime a

dozen”; it is also “incentivized” by a grant of P1 million even as the requirements are “very

low,” that is, financial disclosure online of a few public funds documents, and getting

Commission on Audit reports with no adverse findings.

The ‘adverse’ observations are basically to improve the implementation of these

initiatives and enhance the capacity of stakeholders to do their parts in these reform
 21

initiatives. These are not harsh criticisms or very bad reviews. This may mean that the

policy reforms and good governance initiatives are perceived to be successful or working

well. This is complemented by the sustained high trust ratings of the present

administration, despite recent controversies in the country (the Supreme Court ruling on

the unconstitutionality of the pork barrel funds of the Legislature-Priority Development

Assistance Fund or PDAF and to some extent, that of the Executive-Disbursement

Acceleration Program or DAP; the Mamasapano incident and the peace process in

Mindanao).

To be fair, though some of these initiatives have started as early as the Ramos

and Macapagal administrations, these recent reforms have been perceived and accepted

as good governance initiatives that work. Reports have it that good governance has

contributed to some extent in curbing corruption, engaging citizens in governance,

improving the delivery of public services as well as improving the trust and confidence of

stakeholders, particularly investors, in government.

Consequently, the country’s credit rating and competitiveness have improved. Our

fiscal and macroeconomic fundamentals have improved as well, contributing to increased

revenues and savings, greater economic and other gains. To what extent these are

verifiable or have indeed trickled down to the poor, promoted the rule of law or contributed

to inclusive growth is however another matter. Nevertheless, fine-tuning and correcting

infirmities as observed above must be done in order to ensure that these initiatives are

done more properly, consultatively and transparently. Alternative assessments of these

initiatives area also needed. In addition, with the coming changing of the guards in 2016

as the present administration’s term expires that year, efforts have to be exerted to sustain

the gains in these policy reforms so that the quality of public service is continuously

assured and the agenda of reforms for true and honest government continues. We should

accelerate the momentum for the sake of our present and future generations.
 22

CHAPTER III

METHODOLOGY

In this chapter, the basic blueprint of the research is discussed, the subject and

respondents for this research was identified, documentation and gathering procedure are

planned and the statistical tools in interpretation of the data collected are determined.

The chapter consequently provides synopsis of the methods used, devices

developed to ensure reliability and validity of the responses.

Research Locale and Duration

This study focused on the Anti-Red Tape Act which specifically assess only the

Citizen’s Charter, Anti-Fixer Campaign and Personal Identification and Complaints Desks

the LGU which was bounded only to the clients and offices in the Local Government of

the City of Mati, the clients that has acquired the most of the frontline services in the local

government offices which includes the frontline services, administrative functions

(Citizen’s Charter, Anti-Fixer Campaign and Personal Identification and Complaints

Desks) and processes in the local government. The study was likewise limited only to 300

constituents aging 18-55 above of the City of Mati which likely to have experienced most

of the services within the local government unit of Mati City. Further this was done for six

months from October 2018 to March 2019.

Research Design

This research used quantitative research. Quantitative research is the most

appropriate measure to be undertaken in addressing the concerns of this research.

Moreover, to explore the continuality of the research, it uses descriptive data approaches

in presenting the collected data and to provide conclusive gist (Aggarwal, 2008).

Quantitative-descriptive researches are widely used in the modern days, from its

convenience to the respondents and researchers in interpreting the data (Parahoo, 2006).
 23

Source of Data

The researchers used research made structured questionnaires in determining

the responses of the respondents in gathering the data. The questions are based on the

objectives raised in this study and are duly validated for authenticity of the research

questions. The formulations of the questions are tested for pilot testing within 3-4 members

of the focus group discussions in the local researcher vicinity.

To eliminate the discrepancies and inconsistencies of the research questions the

timely pilot testing for two rounds are encourage subjected to research time table.

The researcher additionally adopted research questionnaire from the past

researchers using Likert-scale in determining the responses of the feedback form. In order

to interpret the scaling which is the design of the questionnaire, the table below is the

range of mean to evaluate the level of implementation of Anti-Red Tape Act.

Scale Adjectival Rating Descriptive Interpretation

3.25-4.00 Unobserved

2.20-3.24 Observed

1.75-2.19 Partially Observed

1.00-1.74 Absolutely Observed

Research Sampling

The researchers were targeting the population within the 5KM radius from the City

Hall ages from 18-70 excluding all transient dwellers, bed spacers, renters within the

specified radius. The researchers disregarded the aforementioned since the regularity of

client’s empirical data are much considered. The age 18-70 has the sanest mentality in

comprehending the usefulness and awareness of the visibility of Anti-Red Tape Policies.
 24

In trimming the respondents’ size, the researchers use the quota sampling of 300

to delimit the actual number of the population from the 5-KM radius sample size. The

respondents were narrowed to the 5-KM radius since the constituents living in the said

radius can have accurate empirical data, from day-to-day experiences and observations,

where reliability is assured and consequently eliminates the discrepancies of the data.

The number of population size will be determined from the City Planning and

Development Office thru variant accesses to the information provider using Community-

Based Monitoring System (CBMS), locally available in their office (DILG, 2018).

Data Gathering Procedure

The researchers sent out the feedback form using clustered random sampling

technique. Further, they identified in the CBMS, they will be clustered according to their

Purok, and the feedback forms were administered to the qualified respondents.

Immediately therein after, the feedback forms were collected. The responses of the clients

currently enjoying the service were also administered regardless they were excluded from

the scope and limitation identified by the researchers. The researchers used local dialects

to fully understand the questions by the respondents and to be later translated with utmost

prerogative.

Records were kept if necessary and photo documentations were ensured for proof

of conduct.

In interpreting the data, graphs, tables and charts were used intensively for

analysis of the gathered data. additionally, in effectively conveying the gathered data,

these were supported with texts in document paragraph form. Thus, it was a collective

and conclusive interpretation to each gathered data.

 25

Analysis of Data

The following were used in treating the gathered data of the researchers.

Frequency/Percentage Distribution is used to profile the respondents or the

client who are the respondents of the study.

Mean is used to determine the level of implementation of the no noon break policy

in the LGU-Mati.
 26

CHAPTER IV

RESULTS AND DISCUSSIONS

This chapter concentrated in discussing the results of the objectives in the study

as presented below and in the succeeding pages of this chapter. This study aimed to

determine the level of implementation of the No Noon Break Policy in the LGU-Mati.

Socio-Demographic Profile of BS in Criminology Students

The socio demographic of the respondents of the study comprises of age, gender

and civil status.

Age

The table below shows the age distribution of the respondents. Within the interval

25 – 30 years old, it has 90respondents or 30.1% of the total respondents, followed by the

age interval of 18 – 24 years old with 25.1% of the sample respondents or there are 75

respondents ages 18 – 24, followed by the age interval of 31-36 years old have 48

respondents or 16.1% in the total respondents, followed by the age interval 37-42 years

old have also a 33 respondents or 11.1% of the total respondents, then also followed by

the age interval of 43-48 years old, it has a percentage of 8.7% of the total respondents

or have a 26 respondents, Also in the age interval of 49-54 years old have a 18

respondents or 6.0% of the total respondents and lastly, the age interval of 55 above has

9 respondents or 3.0% of the total respondents.

 27

Table 1 – Socio demographic profile according to Age

Age Frequency Percentage

18-24 75 25.0

25-30 90 30.1

31-36 48 16.1

37-42 33 11.0

43-48 26 8.7

49-54 18 6.0

55 above 10 3.1

Total 300 100.0

This means that most dominant age of the respondents were in the age interval

from 25 to 30 years old, this result is simply indicating that 30.1% of the responses of the

study is coming from 25-30 years old. Also, this implies that most of the clients of LGU-

MATI City ages 25-30 years old who assessed the implementation of anti-red tape act. As

of the beginning of 2018 according to our estimates Philippines had the following

population age distribution, percentage of population between 15 and 64 years old is

61.1% (Country Meters, 2018). Hence, as expected in this study that most of the

respondents are coming from age between 15 and 64 since it comprises 61.1% of the

population of the Philippines.

Gender

In the table below shows the distribution of respondents according to their gender.

It was shown in the table that the majority client of LGU-MATI City is male with the total of

170 respondents or 56.9% of the total respondents and female has 129 respondents or

43.1% out of the total sample.

 28

Table 2 – Socio demographic according to Gender

Gender Frequency Percentage

Female 130 44.1

Male 170 56.9

Total 300 100.0

This implies that the responses of this study mostly are coming from male

respondents in which responses on the extent of implementation of anti-red tape act are

mostly answered by the male respondents. Specifically, 56.9% of the responses were

contributed by male respondents. Ancheta (2006) states that Male primarily consist

90.28% of the total respondents of the survey they’ve conducted. Thus, it implies that

Males are more eager to respond to this kind of activities than Females.

Civil Status

Table 3 shows that most clients in LGU-MATI City are single. There are 136

respondents or 45.5% of the sample respondents are single and 134 respondents or of

the sample respondents are also married then as expected, there only 29 respondents or

9.7% of the total respondents are widow or widower.

Table 3 – Socio demographic profile according to Civil Status

Civil Status Frequency Percentage

Single 136 45.5

Married 134 44.8

Widow/Widower 30 9.7

Total 300 100.0

 29

This data implies that the most dominant civil status of clients in LGU-MATI City

is single. As to the results from the Census 2015, in Davao Oriental, of the total population

10 years old and over, 42.4 percent were never married while 41.8 percent were married

(PSA, 2017).

Implementation of the Anti-Red Tape Act in the LGU-Mati City

This section illustrates the level of the implementation of the Anti-Red Tape Act in

the LGU-Mati City. It determines the level of implementation of citizen charter, Anti-Fixer

Campaign, and Personal Identification and Complaints Desks.

Level of the Implementation of Anti-Red Tape Act in terms of Citizen Charter

Presented in Table 4 is the level of the Anti-Red Tape Act in terms of citizen charter

wherein all indicators were partially observed. It simply manifests that the average of the

responses is partially observed or the service sometimes seen, felt and experienced these

services. It is shown in the table that offices complied with the standards of Civil Service

and Priority lanes for PWD’s, Senior Citizen, and Pregnant Women are present has both

of mean 1.75 which is the lowest mean among the statements for citizen charter. Next is

the amount or fees to be paid are exact and Official Receipts were issued with 1.80 mean

followed closely by the statement that there is a visible step-by-step procedure

transactions with 1.93 mean. Then the indicator that the maximum time allotments for

transactions are followed and no delays of transaction were posed without prior

information with 2.01 mean. Further, the statements that there are other mechanisms that

improve services with 2.05; that it follows the No-Noon Break policy with 2.06 followed.

Meanwhile, among the statements which has the highest mean is there are feedback

mechanisms found in the office. This statement has a mean of 2.07, it indicates that the

clients of LGU-Mati City though partially observed or the service about feedback

mechanisms found in the office is sometimes seen, sometimes felt and sometimes
 30

experienced but still it the least as to the level of implementation since it has the highest

mean base on the responses of the respondents.

Table 4 –Level of the Implementation of Anti-Red Tape Act in terms of Citizen

Charter

Descriptive
Statements Average
Equivalent
1. Offices complied with the standards of
1.75 Partially Observed
Civil Service.
2. There are visible Step-by-Step
1.93 Partially Observed
procedures of transactions
3. Priority lanes for PWD’s, Senior
1.75 Partially Observed
Citizen, and Pregnant Women are present.
4. Maximum time allotments for
transactions are followed and no delays of
2.01 Partially Observed
transaction were posed without prior
information.
5. Amount or fees to be paid are exact
1.80 Partially Observed
and Official Receipts were issued.
6. There are feedback mechanisms
2.07 Partially Observed
found in the office.
7. Follows No-Noon Break policy. 2.06 Partially Observed
8. Other mechanisms that improves
2.05 Partially Observed
services.
Total 1.93 Partially Observed

As to the overall responses of the respondents on the implementation Anti-Red

Tape Act in terms of Citizen Charter is partially observed with a mean of 1.93 or it simply

manifest that the respondents partially observed that the services under Citizen Charter

is sometimes seen, sometimes felt and sometimes experienced.

This further implies that internally, red tape can be measured by organization

members, particularly the managers and employees. Externally, it can be measured by

 31

the transacting public or clients (Bretschneider, et.al., 2008). However, Excellent service

can only be obtained from an agency that has established effective practices or

mechanisms (Citizen’s Charter) aimed at improving public service delivery and preventing

red tape and graft and corruption (Esber, 2012).

Level of the Implementation of Anti-Red Tape Act in terms of Anti-Fixer Campaign

Table 5 implies the level of the Anti-Red Tape Act in terms of Anti-Fixer Campaign

is observed. This also means that the office complies with the Anti-Red tape campaign

has a mean of 2.06 or it is a lowest mean, thus this further implies that this is the best

implemented anti-fixer campaign. This is followed by the indicator that there are visible

posters in the area with respect to the campaign with 2.08 mean; reminders and warnings

with 2.14 mean. These three indicators were partially observed. Moreover, the remaining

indicators were observed. The information feedback mechanism for the seen fixer’s

activity and presence of Persons in Authority apprehending fixers with both 2.29 mean;

next is that there are other mechanisms that improve the Anti-Fixer Campaign with 2.36;

then the photo of person previously convicted in violation to Anti-Red Tape with 2.42

followed. Lastly, the highest mean which is 2.57 is the videos or info-graphs about fixing

activity or this implies that it is the lest services among the anti-fixer campaigns.

As to the overall responses of the respondents on the implementation Anti-Red

Tape Act in terms of anti-fixer campaign is observed with a mean of 2.27 or it simply

manifest that the respondents observed that the services under anti-fixer campaign are

visible information’s but not followed, not felt and experienced, sometimes felt and

sometimes experienced. Indeed, the charters serve as a contract between the public and

the state/government on how services are to be provided (Hague, 2007).

 32

Table 5 –Level of the Implementation of Anti-Red Tape Act in terms of Anti-Fixer

Campaign

Descriptive
Statements Average
Equivalent

1. The office complies with the Anti-Red

2.06 Partially Observed
tape campaign.

2. There are visible posters in the area with

2.08 Partially Observed
respect to the campaign.

3. Information feedback mechanism for the

2.29 Observed
seen fixer’s activity.

4. Reminders and warnings visible in the

2.14 Partially Observed
area.

5. Photos of person previously convicted in

2.42 Observed
violation to Anti-Red Tape.

6. Videos or info-graphs about fixing activity. 2.57 Observed

7. Presence of Persons in Authority

2.29 Observed
apprehending fixers.

8. Other mechanisms that improves Anti-

2.36 Observed
Fixer Campaign

Total 2.27 Observed

Level of the Anti-Red Tape Act in terms of Personal Identification and Complaints

Desks
 33

Table 6 indicates the level of the anti-red tape act in terms of personal identification

and complaints desks. It was revealed in the study that the respondents absolutely

observed, when there are personnel in the information desk always with 1.60 mean; all

personnel wears prescribed civil service dress code (polo’s and pants with closed foot

wares for male and blouse and pants/skirt with closed sandals/foot wares for female) no

hidden fees were charged with 1.64 mean; and with all personnel have ID and visible and

clear with 1.71 mean. Meanwhile the remaining indicators were partially observed, when

Public Assistance and Complaints Desk (PACD) were visibly located in the main entrance

with 1.76 mean; the office complies with the identification cards size in the civil service

with 1.80 mean; all personnel are polite and humane in dealing with clients with 1.85 mean;

and other mechanisms were seen in improving client services with 1.96 mean

respectively.

The table shows that who has the lowest mean are likely best services among the

personal identification and complaints desks. Also implies that the offices have a

personnel in the information desk always is best or it has a lowest mean which is 1.60 and

the highest mean which is 1.96 is the offices have a other mechanisms were seen in

improving client services which means that least services among personal identification

and complaints desks.

As to the overall responses of the respondents on the implementation Anti-Red

Tape Act in terms of Personal Identification and Complaints Desks is partially observed

with a mean of 1.75 or it simply manifest that the respondents partially observed that the

services under personal identification and complaints desks are visible information’s but

not followed, not felt and experienced, sometimes felt and sometimes experienced.

Table 6 –Level of the Implementation of Anti-Red Tape Act in terms of Personal

Identification and Complaints Desks

 34

Descriptive
Statements Average
Equivalent
1. The office complies with the
1.80 Partially Observed
Identification Cards size in the Civil Service
2. All personnel have ID; visible and clear. 1.71 Absolutely Observed
3. There are personnel in the information
1.60 Absolutely Observed
desk always.
4. No hidden fees were charged. 1.68 Absolutely Observed
5. All personnel wears prescribed Civil
Service dress code (Polo’s and Pants with
closed foot wares for male and blouse and 1.64 Absolutely Observed
pants/skirt with closed sandals/foot wares
for female)
6. Public Assistance and Complaints
Desk (PACD) were visibly located in the 1.76 Partially Observed
main entrance.
7. All personnel are polite and humane in
1.85 Partially Observed
dealing with clients.
8. Other mechanisms were seen in
1.96 Partially Observed
improving client services.
Total 1.75 Partially Observed

The findings further imply that the traditional public service has been monolithic

organizations with overall management. The government has at the same time sought to

extend the extent of charging for public services in management of the clients. (Major,

1989). Although these approaches have a contribution to make to public management,

they do not by themselves constitute an adequate basis for that management (Stewart

and Welsh, 1992).

Table 7 –Level of the Implementation of Anti-Red Tape Act in LGU-Mati City.

 35

Indicators Average Descriptive Equivalent

Citizen Charter 1.93 Partially Observed

Anti-Fixer Campaign 2.27 Observed

Personal Identification
1.75 Partially Observed
and Complaints Desks

Total 1.98 Partially Observed

Presented in Table 7 above is the summary of the evaluation of the implementation

of Anti-Red Tape Act in LGU-Mati City. It is revealed that Personal Identification and

Complaints Desks has the lowest mean of 1.75 which manifests that the respondents

partially observed the service about Personal Identification and Complaints Desks.

Further, it also manifests that this type of service is the best in terms of implementation of

Anti-Red Tape Act in LGU-Mati City followed by the citizen charter which indicates a mean

of 1.93. Lastly, the anti-fixer campaign appears to have the highest mean of 2.27 which

indicates that the respondents observed or sometimes seen, sometimes felt and

sometimes experienced the services under anti-fixer campaign. Hence, as to the

evaluation on the implementation of Anti-Red Tape Act in LGU-Mati City, it reveals that

the respondents partially observed or they sometimes seen, felt, experienced all services

under the implementation of Anti-Red Tape Act in LGU-Mati City.

Thus, the above data can be anchored to the Role Strain Theory of William Goode

(1960) which is the theoretical framework of this study which states that the social

institutions are supported and operated by role relationships. Individual and social

structure is maintained, this relationship comes with social function and social obligation,

which should be conform to the societal expectations.

Level of the Anti-Red Tape Act in terms of Performance of City of Mati LGU Offices
 36

Indicated in Table 8 is the level of the anti-red tape act in terms of Performance of

City of Mati LGU Offices. There are fifteen offices assessed by the respondents in terms

of their overall services rendered to the clients. It is revealed in the study that the

respondents absolutely observed or they had completely seen, felt and experienced the

services under City Administrator Information Desk Officer with 1.57 mean; followed by

the City Registrar’s Office with 1.60 mean; next by the City Accounting Office with 1.65;

followed closely by the City Health Office with 1.66; then by the City Treasurers Office and

the Business Permit and Licensing Office with both 1.68 mean; then by the Office of the

Secretary to the Sanggunian with 1.69 mean; and the City Assessor's Office with 1.73

respectively.

Meanwhile, the following offices have partially observed the level of the Anti-Red

Tape Act in terms of their performance: the City Engineer’s Office with 1.84 mean; followed

by the Social Welfare and Development Office with 1.86 mean; followed closely by the

Veterinary Office/Office of the Veterinary Services with 1.87 mean and the Office of the

Civil Registry with 1.88 mean; the finally with the Office of the Legal Services with 1.90

mean and the General Services Office with 1.91 mean accordingly.

It can be gleaned from the results that the City Administrator Information Desk

Officer has a lowest mean which is 1.57 which further means that it has the best

performance among the offices of LGU-MATI City in terms of implementation of Anti-Red

Tape Act. Conversely, the highest mean which is 1.91 from the General Services Office

implies that it has the least performance among the offices of LGU-MATI City in terms of

implementation of anti-red tape act.

 37

Table 8 –Level of the Implementation of Anti-Red Tape Act in terms of Performance

of City of Mati LGU Offices.

Descriptive
Offices Average
Equivalent
1. Office of the Secretary to the
1.69 Absolutely Observed
Sanggunian

2. City Treasurers Office 1.68 Absolutely Observed

3. Business Permit and Licensing

1.68 Absolutely Observed
Office

4. City Registrar’s Office 1.60 Absolutely Observed

5. City Administrator Information Desk

1.57 Absolutely Observed
Officer

6. City Health Office 1.66 Absolutely Observed

7. City Accounting Office 1.65 Absolutely Observed

8. City Assessor's Office 1.73 Absolutely Observed

9. City Planning and Development

1.83 Partially Observed
Office

10. City Engineer's Office 1.84 Partially Observed

11. Office of the Civil Registry 1.88 Partially Observed

12. Office of the Legal Services 1.90 Partially Observed

13. (Office of) Social Welfare and

1.86 Partially Observed
Development Office

14. Veterinary Office/Office of Veterinary

1.87 Partially Observed
Services

15. (Office of) General Services Office 1.91 Partially Observed

Total 1.76 Partially Observed

 38

As to the overall responses of the respondents on the performance of

implementation Anti-Red Tape Act of the City of Mati LGU offices is partially observed with

a mean of 1.76 or it simply manifest that the respondents partially observed or the clients

sometimes seen, sometimes felt and sometimes experienced the performance of

implementation anti-red tape act of city of Mati LGU offices.

The findings further imply that despite the claim of Jewson and Mason (1986) that

the Anti-Red Tape Act is disregarded to address clients clamor to quality service, the

government must give its best services to the clients. As stipulated in the Civil Service

Commission (2013), it has been the primordial concern of the CSC under the Philippine

government to address effectively and promptly the requests of the clients from the

services they availed. This only suggests that the commission seeks an efficient and

quality assured service given to the customers.

In a nutshell, it can be noted that the R.A. No. 9485 or the Anti-Red Tape Act of

2007 (ARTA) has been variedly observed as a piece of legislation that aims to improve

the efficiency and prevent graft and corruption in the delivery of government services by

reducing bureaucratic red tape, and increasing accountability and transparency in

governance.
 39

CHAPTER V

SUMMARY, CONCLUSION AND RECOMMENDATION

This chapter presents the summary, conclusions drawn from the implications of

the data and recommendations advanced to by the researchers of this study.

Summary

The main objective of the study was to determine level of implementation of the

Red Tape Act in the LGU-Mati City. It includes the socio demographic of the respondents.

It also determines the extent of implementation of the Red Tape Act in terms of citizen

charter, anti-fixer campaign and personal identification and complaints desks. In addition,

it determines the level of performance of the offices in LGU-Mati City in terms of the

implementation of the Red Tape Act.

The researchers used quota and convenience sampling for the sampling technique

of this study. This study utilized the 300 respondents for the sample respondents.

Frequency and Percentage distribution was used to profile the respondents. The ranges

of mean score were used to determine the level of implementation of the Red Tape Act

and performance of the offices in LGU-Mati City.

Findings

As to the profile of the respondents, most of the respondents are 25-30 years old

or 30.1% of the total respondents, most of them are male which comprise 56.9% of the

total respondents, and dominant of the respondents are single. These respondents have

big contribution to the responses on assessing the level of implementation of the Red

Tape Act

In the extent of Implementation of the Anti-Red Tape Act in the LGU-Mati City, it

was determined that the Personal Identification and Complaints Desks has the lowest

mean which manifest that the respondents partially observed the service about Personal
 40

Identification and Complaints Desks. It was also manifested that this type of service is the

best in terms of implementation of Anti-Red Tape Act in LGU-Mati City, followed by citizen

charter which has a mean of 1.93. Lastly, anti-fixer campaign has the highest mean which

indicates that the respondents observed or sometimes seen, sometimes felt and

sometimes experienced the services under anti-fixer campaign. Hence, as to the

evaluation on the implementation of Anti-Red Tape Act in LGU-Mati City, it reveals that

the respondents partially observed or they sometimes had seen, felt, experienced to all

services under the implementation of Anti-Red Tape Act in LGU-Mati City.

For the Level of the Anti-Red Tape Act in terms of Performance of City of Mati LGU

Offices, it is revealed in the study that the respondents absolutely observed or were

completely seen, felt and experienced the services under office of the secretary to the

Sanggunian, City Treasurers Office, Business Permit and Licensing Office, City

Registrar’s Office, City Administrator Information Desk Officer, City Health Office, City

Accounting Office and City Assessor's Office. Specifically, the City Administrator

Information Desk Officer has a lowest mean which is 1.57 which means that has a best

performance among the offices of LGU-MATI City in terms of implementation of anti-red

tape act. And also, the highest mean which is 1.91 is (Office of) General Services Office

which also implies the least performance among the offices of LGU-MATI City in terms of

implementation of anti-red tape act.

Conclusion

Based on the results of the data on the previous results and discussions, it is

concluded that most of the respondents are 25-30 year, are male and dominant of the

respondents are single. These respondents have big contribution to the responses on

assessing the level of implementation of the Red Tape Act.

In the extent of Implementation of the Anti-Red Tape Act in the LGU-Mati City, it

was concluded that the Personal Identification and Complaints Desks is the best in terms
 41

of implementation of Anti-Red Tape Act in LGU-Mati City, followed by citizen charter and

lastly which is anti-fixer campaign.

For the Level of the Anti-Red Tape Act in terms of Performance of City of Mati LGU

Offices, it is concluded in the study that the respondents absolutely observed or were

completely seen, felt and experience the services under office of the secretary to the

Sanggunian, City Treasurers Office, Business Permit and Licensing Office, City

Registrar’s Office, City Administrator Information Desk Officer, City Health Office, City

Accounting Office and City Assessor's Office. Specifically, the City Administrator

Information Desk Officer means that has a best performance among the offices of LGU-

MATI City in terms of implementation of anti-red tape act.

It also concluded that General Services Office the least performance among the

offices of LGU-MATI City in terms of implementation of anti-red tape act.

Recommendations

Based on the findings and conclusion of the study, the following are the

recommendations:

The result on the responses of the respondents should be a guideline to the LGU-

Mati City to improve more their services in terms of Implementation of the Anti-Red Tape

Act particularly in the anti-fixer campaign since it was concluded that this service the

respondents observed or sometimes seen, felt and experienced their services. It is also

recommended improving the services of General Services Office since east performance

among the offices of LGU-MATI City in terms of implementation of anti-red tape act.

To the future researchers, this endeavor served as reference and even

contributory ideas in the future research undertaking and consider other institution in terms

of implementation of anti-red tape act.

 42

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