26 September 2018

Department of Environment and

Natural Resources
EXPECTATIONS
TRAINING
RULES
4
OVERVIEW
 Course Objectives:
At the end of the training, the participants will be able to:
➢ Gain understanding of red-tape and fixing as deterrents
to performance effectiveness;
➢ Be aware of the provisions and implications of Republic
Act No. 9485 (Anti-Red Tape Law); and R.A. 11302 (An
act Promoting Ease of Doing Business and Efficient
Delivery of Government Services.
➢ Identify red-tape prone requirements and procedures;
➢ Recommend measures to improve frontline service; and
➢ List activities that would develop a culture of exceeding
client expectations on frontline service delivery.
 Modules

I. Understanding Red Tape

II. Addressing Red Tape

III. Knowing Customer Expectations

IV. Exceeding Customer Expectations

 Module 1:
UNDERSTANDING RED TAPE
 Objectives:

At the end of the module, the participants will be able to:

➢ Define Red Tape;

➢ Recognize symptoms of Red Tape;
➢ Identify the effects of Red Tape.
 RED TAPE DEFINED

➢ excessive regulation or rigid conformity to

formal rules
➢ redundant or bureaucratic
➢ hinders or prevents action or decision-making.
➢ filling out of unnecessary paperwork, obtaining
of unnecessary licenses, having multiple people
or committees approve a decision, and various
low-level rules that make conducting affairs
slower and/or more difficult.
When do you
say that Red
Tape exists?
 RED TAPE
Symptoms of Red Tape
➢ Long queues and waiting period
➢ Unnecessary paperwork
➢ Irrelevant requirements
➢ Multiple initials/signatories
➢ Complicated procedure
➢ Redundant steps
➢ Undue strictness
➢ Uneven application of regulation
 RED TAPE
Types of Red Tape
➢ Intrinsic : arises from the legal framework and
policy environment for regulation,
documentary requirements, procedural steps,
prescribed fees, etc.

➢ Extrinsic : arises from human and physical

factors such as work ethics or organizational
culture, leadership, organizational structures
and set up, physical facilities, equipment, etc.
VIDEO
Regulation
Nation video
Corruption
Vulnerable
System
Corruption Internal
Risks Controls
 Red Tape-
Characterized
System
Corruption Internal
Risks Controls
Integrity-Based
System

Corruption Internal
Risks Controls
 RED TAPE

Red tape ≠ Corruption

Red tape Corruption

 RED TAPE

Corruption

Red Internal
Tape Controls
 Module 2:
ADDRESSING RED TAPE
23
 Module 2:
ADDRESSING RED TAPE
 Objectives:

At the end of the module, the participants will be able to:

➢ identify red-tape prone requirements and

procedures;
➢ appreciate the significance of the Anti-Red
Tape Act in improving the efficiency and quality
of service delivery
VIDEO
ARTA video
ARTA Primer
Check
 EASE OF DOING
BUSINESS ACT OF
72 hours
2018
72 hours 5-10 working
days 3-7 working days 15-35 working
days

Anti-Red Tape
Authority

CITIZENS’ FRONTLINE “GOVERNMENT” INFORMATION

COMPLAINTS SERVICES SERVICES REQUESTS
 Other Features of R.A. 9485
as amended by R.A. 11032
– Zero contact policy with applicant except
during preliminary assessment and evaluation
of application
– Reengineering of systems and procedures
(time-and-motion study)
– Denial of request explained in writing
– Limitation of signatories to a maximum of 3
Other Features of R.A. 9485
as amended by R.A. 11032
– Service during lunch breaks and after
office hours in some instances
– Electronic versions of permits, clearances,
licenses, certifications
– Automatic extension of permits and
licenses
– Report card survey
 Other Features of R.A. 9485
as amended by R.A. 11032
– Establishment of public assistance/ complaints
desk
– Streamlining of procedures for issuance of local
business permits and licenses (e.g., one-stop
shop, automation, single unified application
form)
– Adoption of a feedback mechanism
– Criminal and administrative liability for violations
Workshop 1
 Penalties

➢ First Offense:
6 months suspension

➢ Second Offense:
Dismissal + perpetual disqualification from
public service and forfeiture of retirement benefits
+ imprisonment of 1 year to 6 years with fine of not
less than P500,000 to P2,000,000
 Penalties

➢ Fixers and persons colluding with fixers,

penalty of imprisonment of 1 year to 6 years
with fine of not less than P500,000 to
P2,000,000

➢ Selling of and offering to sell fire extinguishers

and fire safety equipment, same penalty
 Offenses

➢ Refusal to accept application and/or request

with complete requirements submitted by an
applicant without due cause;

➢ Imposition of additional requirements other than

those listed in the Citizen’s Charter;

➢ Imposition of additional costs not reflected in

the Citizen’s Charter;
 Offenses
➢ Failure to give the client a written notice on the
disapproval of an application or request;

➢ Failure to render government services within the

prescribed processing time on any application
and/or request without due cause;

➢ Failure to attend to clients who are within the

premises of the office or agency concerned prior
to the end of official working hours and during
lunch break;
 Offenses

➢ Failure or refusal to issue official receipts;

➢ Fixing and/or collusion with fixers in

consideration of economic gain or advantage.
VIDEO
SONA video
 Module 3:
KNOWING CLIENT
EXPECTATIONS
50
 Module 3:
KNOWING CLIENT
EXPECTATIONS
 Objectives:

At the end of the module, the participants will be able to:

➢ gain insight on why people resort to fixers and

payment of grease money
➢ list what the clients expect from us as public
servants;
Why are there
“fixers” in
government
offices?
Moderate Your
Greed
Why People Pay Grease Money?

➢ To avoid long waiting

➢ To secure personal convenience
➢ To save resources
➢ To become eligible or qualified
➢ To simplify procedure
➢ To dispense with documentary requirements
 What kind of
service do your
clients expect?
 Kinds of Treatment Expected

➢ Friendly and Caring Service

• Clients want to feel as if their needs are important
to you. This includes such simple things as giving
information and answering questions.

➢ Flexible
• Clients want the person who help them “go
around” the system if necessary to make it work
for them when the present situation does not
totally meet their needs.
 Kinds of Treatment Expected

➢ Problem Solving
• When clients have problems that need some
attention, they want to know that you are able to
figure out solutions.

➢ Error Recovery
• When a mistake is made, clients want it to be taken
care of immediately and to their satisfaction.
They want some kind of quick response that
recognizes that a mistake has been made and
every effort is being undertaken to correct it.
Workshop 2a
Video
 Frequent Client Complaints
Procedures:

➢ long waiting time and difficulties in obtaining

clearances from non-LGU entities
➢ too many or repetitious steps
➢ lack of clear and standard systems,
requirements, and computation of fees
➢ slow processing time due to manual procedures
➢ proliferation of illegal fixers who charge
exorbitant fees
 Frequent Client Complaints
Procedures:
➢ use of connection and grease money to
facilitate processing
➢ lack of information on process flow and
requirements, time frames, and laws

Requirements:
➢ too many requirements of NGAs
➢ signature needed/signatories too many and/or
not easily available
 Frequent Client Complaints
Customer Orientation:
➢ lack of personnel or staff who are competent ,
ethical, and customer-oriented
➢ uncomfortable physical environment in the
government office – lack of space and
ventilation

Others:
➢ forms difficult to fill up
➢ high volume of applicants during renewal
period
 Module 4:
EXCEEDING CLIENT
EXPECTATIONS
66
 Module 4:
EXCEEDING CLIENT
EXPECTATIONS
 Objectives:

At the end of the module, the participants will be able to:

➢ discuss the service standards expected of

government employees as service providers;
➢ identify ways and means to exceed
customers/clients expectations
 Keys to Public Service Excellence

➢ Set impossibly high standards for yourselves

➢ Be obsessive about knowing what clients want
➢ Create and manage client expectations
➢ Design your services to maximize client
satisfaction
➢ Make client satisfaction everybody’s business in
your team/bureau/office
➢ Recognize and reward accomplishments.
 Standard of Public Service

Public officials and employees shall at all

times be accountable to the people and shall
discharge their duties with utmost
responsibility, integrity, competence, and
loyalty, act with patriotism and justice, lead
modest lives, and uphold public interest over
personal interest.
-Sec. 2, R.A. 6713
 Your GOAL:

You have to
OUTPERFORM fixers
to put them out of
business!
 Keys to Public Service Excellence

➢ Set impossibly high standards for yourselves

➢ Be obsessive about knowing what clients want
➢ Create and manage client expectations
➢ Design your services to maximize client
satisfaction
➢ Make client satisfaction everybody’s business in
your team/bureau/office
➢ Recognize and reward accomplishments.
 Who is your Client?

➢ Anyone, internal or external to the organization,

for whom your work, products or services are
produced or intended

➢ Anyone whose success or satisfaction depends

on your action
Workshop
 Keys to Public Service Excellence

➢ Set impossibly high standards for yourselves

➢ Be obsessive about knowing what clients want
➢ Create and manage client expectations
➢ Design your services to maximize client
satisfaction
➢ Make client satisfaction everybody’s business in
your team/bureau/office
➢ Recognize and reward accomplishments.
Workshop
 Checklist!

➢ Meaningful to Clients
• they should be focused on things that clients care
about, not things that managers care about
➢ Relevant
• they should focus on issues considered most
important by clients
➢ Challenging
• they should force the organization to improve but
not to be completely out of reach
 Checklist!

➢ Owned by managers and employees

• they should not be imposed without management
and employee buy-in
➢ Simple
• they should be brief, to the point, and in plain
language
➢ Measurable
• you should be able to measure them to tell how
often the organization meets them
 Checklist!

➢ Monitored
• you need systems in place to measure them
regularly, plus auditors to spot-check the
measurements, to keep them honest
➢ Published
• after being independently validated by auditors,
performance against the standards should be
published and given to customers.
 Checklist!

➢ Reviewed
• because clients’ needs change, review the
standards and update them when conditions and
customers’ needs change
➢ Integrated with performance management
• they should be part of the system used to measure
performance, create accountability, and foster
learning.

Adapted from: Osborne and Plastrik (2000)

 Keys to Public Service Excellence

➢ Set impossibly high standards for yourselves

➢ Be obsessive about knowing what clients want
➢ Create and manage client expectations
➢ Design your services to maximize client
satisfaction
➢ Make client satisfaction everybody’s business in
your team/bureau/office
➢ Recognize and reward accomplishments.
Workshop
 The customer’s
perception is your
reality.

-Kate Zabriskie