Ensure High-Quality, Effective, Efficient, Transparent, Accountable, Economically and Physically Accessible and Nondiscriminatory Delivery of Public Service

1. Improve Public Services Access and Delivery through Connected Government

Citizens and their needs shall be the focus of government, particularly the delivery of public services and the public’s other transactions with government (e.g., applications for birth certificates, passports, police clearances, and taxfiling).

Agencies need to overcome bureaucratic turfing and fragmentation to deliver public services more efficiently, quickly,
and flexibly. Efforts must go beyond the past desultory and sporadic efforts at “one-stop shops” for certain transactions
and must give way to a systematic 216 Philippine Development Plan 2011-2016 horizontal integration of related services
based on a studied assessments of the flow of citizens’ needs.

Government services should cluster around the business life-cycle (from start up to closing of business) and the lifecycle
of citizens (from birth to death), and establish corresponding single-window service channels.

Government processes should be reviewed, coordinated, and simplified in order to reduce processing time and to make it easier for citizens to transact with government. To achieve this, government should use information and communications technology (ICT) to the fullest, to facilitate electronic access to public services. Virtual single-windows can be provided via the Internet by interconnecting online public services of government. Such virtual coordination must be underpinned, however, by real coordination, information-sharing, and cross-checking among various agencies of government as citizens complete their transactions.

This should lead to the elimination of redundant and repetitive information requirements in government forms, among others.

2. Professionalize the Bureaucracy to become Duty-Bearers

Competence, professionalism, and integrity in the civil service can be raised if appointments are depoliticized, and a
purposive, program-based and integrated professional development for career executives and personnel is implemented.
This is in line with the vision of public service values, and thrust of the Philippine government, as captured in the phrase “Gawing lingkod-bayani ang bawat kawani.”

a) Formulate a Strategic and Integrated HRD Program for the Philippine bureaucracy from entry to exit from government service (based on Competency Needs Assessment).The government should devise a more comprehensive, programmatic and integrated HRD program to raise the level of professionalism, competence, commitment to service, and integrity of government personnel. This medium-term strategy should include an Induction Program at entry level, Workplace Basics for the rank and file, Functional Competency Development for specialists, Supervisory Development for supervisors, Executive Development and Strategic Management for career executives, Governance and Public Leadership for senior officials. To ensure progression and full coverage, a ladderized HRD program should be established with certification and links to promotion. A percentage of the government budget should ideally be set aside for the purpose. This HRD program may be implemented through the Civil Service Academy. Human-rights education shall also be integrated
in the HRD program at all levels.

b) Pursue the passage of the Career Executive System (CES) bill. The CES bill seeks to strengthen professionalism in the executive and managerial levels and in highly specialized and technical positions in the government. It identifies career and non career positions and provides transparent performance-based promotions and appointments, balancing the exercise of presidential appointing power with the preservation of meritocracy in the civil service. Its aim is a unified bureaucracy in which the first, second and third levels are under the Civil Service Commission as the central personnel agency.

c) Align individual performance with organizational performance. Organizational and individual performance goals must be aligned. Employees should appreciate the significance of their contribution to their organization’s performance before they find satisfaction in what they do. Thus, the linkage and government wide implementation of the Organizational Performance Indicators Framework (OPIF) and the Performance Management System (PMS) need to be pursued. This seeks to align the programs, projects and activities of the departments or agencies with the desired objectives or goals of the government, and the individual performance goals with the organization’s strategic vision and goals. This will also ensure organizational effectiveness by cascading institutional accountabilities to the various levels of the organization’s hierarchy, and have a performance management linked to rewards and incentives, among others.

The PMS of the government institutions shall be reviewed and reformulated to establish clear performance objectives and standards and to promote a culture where the performance and contribution of the employees are recognized and rewarded accurately and fairly. The Balanced Scorecard is one PMS platform or approach that has been proven to create an effective alignment.

d) Pursue the effective implementation of the Magna Carta of Women, particularly the targeting of 50 percent of women in third level positions. All concerned agencies of government should ensure that there shall be an incremental increase in the recruitment and training of women in the police force, forensics and medico-legal, legal services, and social work services.

3. Enhance the Transparency of Government-to-Business and Government-to-Citizen Transactions

a) Enforce full compliance with the provisions of the Anti-Red Tape Act including the formulation, adoption and effective implementation of Citizen’s Charters in all government agencies and LGUs. In line with the Anti- Red Tape Act (ARTA) of 2007 (RA 9485), all government entities with frontline services shall have developed their Citizen’s Charter which serve as a service charter or pledge that describes the step-by-step procedure for availing of a particular service, and the guaranteed performance level that the public may expect for that service. Information such as procedures to avail of the service, responsible person/office, processing time, documentary requirements, applicable fees or charges, and procedures for filing complaints are reflected in the CC. Despite the September 2009 deadline set by ARTA, more than a thousand entities, particularly local governments, still have to comply with the law. 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 CCs and the establishment of Public Assistance Desks to receive feedback and handle complaints from the transacting public. In order to remain responsive to the need of citizens, agencies must continually improve their systems and standards through the publication and implementation of Citizens’ Charters, Citizens Feedback Surveys, and Transactions Reengineering.

b) Create a single website/portal for government information. To facilitate access to government information and services, a common website/portal should be established where citizens can obtain vital information and services from different government agencies. This portal should also serve as a channel for citizens to report incidents or provide feedback on the performance of government agencies, including complaints against erring officials and employees.

LGUs must develop and expand the e-governance services available on their websites, from providing general information to discharging routine transactions, and encourage transparency by making information on budgets and procurement available. A common basic template should be followed by all LGUs so that a minimum set of common information and services is provided on their portals.

The government will set up a communication plan. Through faster communications technology, bureaucracies must be able to adopt and evolve into listening and communicating organizations. Press officers and official spokespersons will be adequately equipped to counter negative or malicious information and to constructively engage media partners. A simple yet comprehensive communication plan is a cornerstone of getting the message of governance across.

c) Pursue the passage of a Freedom of Information Act. A law on freedom of information is a cornerstone of transparent and accountable governance. Its intent is to provide the citizenry, especially media, with access to information pertaining to all transactions and communications that are of legitimate public interest. Its existence should encourage probity and prudence in all national and local government negotiations relating to loans, treaties, service contracts, and similar transactions. It also seeks to protect the civil rights of law-abiding citizens and organizations against potential abuses of government’s police and intelligence-gathering powers (already partly affirmed through the writ of amparo). A future law must stipulate how these aims are to be achieved maximally while recognizing the state’s legitimate right to reserve information affecting national security.

4. Focus Government Efforts on its Vital Functions and Eliminate Redundancies, and Overlaps in Functions and Operations

Complete the implementation of the Rationalization Program (RP).</em> The completion of the implementation of the RP, as mandated under EO 366, s. 2004, will be pursued to: focus efforts on government’s vital/core functions and priority programs and projects, and channel resources to these core public services; and improve service delivery by cutting red tape through systems and organizational improvements, and elimination of redundancies and overlaps in functions and operations. In transforming the Executive Branch, government offices need to complete a strategic review of their respective operations and organization and implement their RP upon approval of the DBM.

<em>b) Institute zero-based budgeting (ZBB) in program evaluation.</em> To attain the administration’s commitment to lift the nation from poverty, instituting ZBB approach to program evaluation is vital. The ZBB approach involvesthe review of ongoing major programs and projects by different offices in order to: (a) establish the continued relevance of program objectives given the current developments; (b) assess whether or not the program objectives Good Governance and the Rule of Law 219 are being achieved; (c) ascertain alternative or more effective and efficient ways of achieving the objectives; and (d) guide decision makers on whether or not the resources for the programs should continue at its present level, or be increased, reduced or discontinued.

Under this initiative, government shall terminate or cut back on programs that have been inefficient or ineffective in delivering outcomes, or withhold funding for others pending reforms in implementation and procurement. More importantly, it allows the expansion of the implementation of the well-performing programs that address critical gaps.

<em>c) Review the extent of devolution of services to LGUs.</em> The extent of power devolution as well as the transfer of assets and resources to local governments from national government agencies in consonance with the Local Government Code shall be reviewed. The review must yield appropriate policy recommendations to eliminate confusing or unnecessary overlaps in the service-delivery functions across levels of government.

5. Enhance and Standardize the Quality of Public Service Delivery to become Consistent with the International Organization for Standardization (ISO) Quality Management System (QMS)

<em>a) Adopt the ISO 9001:2008 QMS in the delivery of priority government services.</em> Government processes, systems, and operations shall be made consistent with the ISO QMS through the continual institutionalization of the Government Quality Management Program (GQMP) in all departments and agencies of government, spearheaded by the GQMP. In the pursuit of this program, the ISO 9001:2008 QMS shall be adopted in the delivery of priority government services.

<em>b) Refine the Government Quality Management Systems Standards (GQMSS) to become consistent with ISO 9001:2008 QMS for the use of the different departments and agencies of the Executive Branch.</em> The GQMSS consistent with ISO 9001:2008 QMS shall likewise be refined for the use of different Executive Branch departments and agencies. QMS processes shall be installed in certain critical government-tobusiness, government-to-citizens, LGU-to-business, LGU-to-citizen, and government-to-government transactions.

<em>c) Activate Quality Class category of the PQA for the Public Sector.</em> The PQA for the Public Sector (mandated per RA 9013) provides a framework for public service excellence. Global benchmarks on public service excellence like Canada, Singapore, and even Malaysia, succeeded in building a culture of service excellence through the wide-scale adoption of business excellence models such as the PQA. The PQA Quality Class will encourage self-assessment vis-avis the PQA performance excellence framework and promote improvement of processes to achieve excellence in public service delivery. This will boost the country’s competitiveness.

6. Citizen-Centered Government

The bottom line for government is the welfare and satisfaction of its citizens. Government shall devise a common measuring tool and methodology to solicit feedback from the citizens and determine their requirements. A National Citizen Satisfaction Index (NCIS) should be developed that will serve as common measuring tool of efficiency, effectiveness, accessibility, integrity, transparency and accountability of government agencies in the delivery of public services.

7. Improve the Financial Management System in Government

<em>a) Develop a Government Integrated Financial Management Information System (GIFMIS).</em> A vital reform initiative is the strengthening of the public financial management (PFM) system. PFM is a system of rules, procedures and practices for government to manage its public finances. PFM includes not only sound budgeting but also management of public debt, assets, and revenues, fiscal relations between levels of government or between government and public enterprises, and a system of public reporting on the public sector’s financial operations.

A major undertaking will be the development and installation of a GIFMIS, an application that shall automate routine financial operations and reporting of the national government, particularly financial planning and budgeting, treasury, and accounting functions. The GIFMIS will link budget preparation and execution to accounting, cash management, reporting, and auditing. Once installed, it will enable the government to implement improved systems for public financial management.

<em>b) Empower LGUs and promote public accountability.</em> Policy reforms to advance local autonomy and decentralization shall be pursued. Service delivery functions have been vested in LGUs on the premise that they would respond better to diverse and changing local conditions, and thus more effectively meet the needs of their constituents. Emerging issues and needs of LGUs related to their devolved service delivery functions shall be continuously identified. Proposed legislation shall likewise be reviewed and appropriate recommendations will be provided to ensure that LGU needs are met and there is no reversal of decentralization.

Efforts to enhance the capacities of LGUs shall be intensified to improve their ability to deliver public services. The capacity needs of LGUs shall be identified and appropriate interventions provided. Knowledge management activities, including the sharing of good practices in local governance, shall be undertaken to enhance information-sharing among localities and help improve LGU performance.

<em>c) Enhance LGU accountability mechanisms.</em> Improved accountability of local officials induces responsible leadership and ensures that efficient and responsive services are delivered. In promoting local government accountability, the following strategies shall be undertaken:
• Implementation of systems to determine performance of LGUs in terms of their state of local governance and compliance with policies;
• Public disclosure of LGU performance; and
• Institution of performancebased LGU incentives or awards.

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