ETHICAL DILLEMAS IN STRUCTURAL REORGANIZATION INITIATIVES

The Case of Public Affairs and Assistance Division in Batangas City

CASE STUDY

By: EnP MARY ANN E. ANTENOR, MPA

Doctor of Public Administration Student

VI. PART I. INTRODUCTION

The governance paradigm has stressed the need for higher productivity and efficiency of public
organizations. This has led to the call for introducing changes and reforms in the civil service. Such changes
and reforms also call for the need to adapt human resource development to the needs of the times.
In response to this call, a number of civil service reforms and changes have been initiated by the
central government. These have focused on reorganization or restructuring efforts to make the public
organizations more efficient in their operations; on reengineering to make the systems and processes more
flexible and customer-friendly; and on Human Resource Development (HRD) strategies to enable the
government employees to be agreed to the introduced changes and thus, become more productive and
efficient civil servants.
The implementation of civil service reforms and changes is supplied with problems and issues most
especially in regard to the changes in the quantity and quality of human resources, staffing patterns, and
impact on the growth and development of the employees. The area on human resources therefore raises
serious questions regarding the effects and impact of reorganization as a civil service reform on the
management and development of human resources in the public sector.
This case study attempts to address the questions on how to reorganize organizational structure of
government’s division in order to reframe new responsibilities and understand new goals and priorities. It
showcases the Public Affairs and Assistance Division, a division of the Office of the City Mayor at the City
Government of Batangas that is providing public services and will undergo restructuring or reorganization
reforms.
The discussion of the division’s organizational structure focuses on the effects or impact of the
changes and reforms on the employees’ work performance, growth and development. The problems and
constraints affecting the performance of the employees and ethical behavior in relation to the introduced
reforms and changes will also be discussed. The last section of the paper presents some lessons drawn from
the implementation of the reorganization as a civil service reform.

BACKGROUND
The Batangas City Government Public Affairs and Assistance Division is under the supervision of
the Office of the City Mayor. It is envisioned to render a public service to the people of Batangas City with
selfless dedication, honor and integrity.

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Vision
A team of God-fearing public servants aiming to uplift the quality of life of the people under a
transparent government with the end view of having productive, supportive, progressive and law abiding
citizenry.

Mission
To provide quality services to Batangas City residents in order to address their concerns and improve
their living conditions through proper coordination with different government offices. The division includes
three sections namely (1) public relation and barangay affairs section; (2) administrative section; and (3)
projects and sports development section. The specific functions of each section are as follows:
I. Public Relation and Barangay Affairs Section
a. Serve the Youth Sector by providing scholarship and financial assistance of the City
Government to deserving students.
b. Short-term courses for out of school youth, high school graduate and College level are
qualified for scholarship grant in the Technical Education Skills Development Authority
(TESDA) and in different training center duly licensed by TESDA.

II. Administrative Section

a. Receives and log incoming and outgoing communication from the Office of the City Mayor.
b. Prepares communication like endorsements and office memoranda.
c. Certified true copies of Oath of Office, Assumption, Appointment and Assets and Liabilities
of Barangay Officials.
d. Works in close coordination with the Public relations and Barangay Affairs Section on
matters involving Barangay Officials.
e. Assist Barangay Officials in the preparation of Barangay resolutions, Statement of Assets
and Liabilities and Barangay Budget.
f. Prepares and issues Appointment, Oath of Office, Assumption, Signature Card and
Barangay Identification card.
g. Prepares master list of all Elected and Appointed Barangay officials
h. Prepares and issues Service Record of all past Barangay officials.
i. Updates the list of Barangay Officials to determine the extent of changes or turnover in the
Barangay Council.
j. Prepares and issues certification of Barangay Official, eligible for Civil Service Eligibility.
k. Prepares certification of Barangay Official incumbency in availing Scholarship and their
beneficiary.
l. Production and dissemination of memoranda and circulars to Barangay officials and
different offices concerned.
m. Act as custodian of Records of City Mayor and Office Supplies Equipment of the office.

III. Projects and Sports development

a. Coordinator in the implementation of Sports Development Programs of Batangas City
b. Conduct leadership training seminar to the Youth.
c. Prepares and follow up requested sports material equipment, uniforms trophies and
medals.

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 d. Coordinator of Kabarangay Videoke Challenge, Mayor’s Cup, Basketball, Volleyball and
baseball, Chess, 10 ball and billiard challenge.
e. Act as BUB Focal Person

VII. PART II. CASE ANALYSIS

THE ORGANIZATIONAL STRUCTURE OF PUBLIC AFFAIRS AND ASSISTANCE DIVISION BEFORE

REORGANIZATION
To have a better perspective of the shifts in organization and operations of the Public Affairs and
Assistance Division, the organizational structure before the implementation of the Reorganization is presented
in Figure 1 below.

Figure 1
Public Affairs and Assistance Division Organizational Structure

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VIII. STATEMENT OF THE PROBLEM
One of the civil service reform strategies that has been adopted and applied by the Philippine
government is reorganization. The assumption is that government or the bureaucracy has become very
inefficient and ineffective because of its size. Others would contend that it has become bloated with so many
personnel who cost much and did little. This has led to the effort of reducing the size of the bureaucracy by
abolishing structures or units that are seen to be non-functional in terms of the vision and mission of the
organization; by merging offices or units to avoid duplication of functions and thus reduce cost; or by creating
units or offices that would cater particularly to specific concerns and needs of the clients.
Restructuring the bureaucracy could also involve decentralizing certain functions to the regional or
field level to increase responsibility, accountability and responsiveness to the local clients or community. In
view of the reorganization efforts, public agencies necessarily would have to reduce the number of staff
especially those who occupy positions that are declared to be redundant or non-functional in line with the
redefined vision and mission of the organization. This emphasizes the need for a forecast of strategic
objectives that would prescribe targets for the numbers and kinds of personnel required to perform the new
and old functions of the agency. Unfortunately, experience would show that not many public agencies have
made use of the strategic exercise and experience sort of ethical dilemmas when reorganization initiatives
occur.
The reorganization efforts could also result in the transfer or redeployment of personnel that could
lead to the lowering of morale and motivation levels of the employees. Moreover, without proper preparation
of the personnel to assume new positions or jobs in terms of acquisition of the necessary skills and knowledge,
this could give rise to discontent and dissatisfaction, which oftentimes could result in non-performance or poor
performance of functions and responsibilities among the staff.
Restructuring could be seen as a costly exercise because the government should be ready with the
provision of “safety nets” to the employees who would be displaced by the reorganization. These “safety nets”
necessarily entail costs. For instance, the government could offer attractive early retirement schemes;
financial incentives to leave the public sector jobs; or it could offer reemployment to the public sector in case
there is a need for their services after the restructuring process.
Reorganization as an improvement strategy strongly conveys the fact that the employees or the
human resources of the public agency take center stage in the civil service reforms. The introduction of this
reform strategy has various implications for HRD that have to be addressed to be successful in the efforts
toward improving quality and productivity in the public service.
In addition, the Civil Service Commission institutionalized the Strategic Performance Management
System and this Reorganization gives validation to the actual duties of the employees as stated in their
Individual Performance Commitment and Review (IPCR) forms. Further, the Offices wherein they seek
domicile also include in their respective Office Performance Commitment and Reviews (OPCR) the individual
employees accountable for the accomplishment of their strategic priorities. In as such, their devolution will
provide absolute compliance to the requisites of the OPCR.

IX. SUMMARY OF THE PERTINENT FACTS AND ASSUMPTIONS

The Case of Batangas City Government Public Affairs and Assistance Division
The Public Affairs and Assistance Division (PAAD) will undergo reorganization that will took effect in
2019. To obtain insights on the effects of the reorganization, personal interviews and consultations with the

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local chief executive and concerned committees and authorities will be conducted. Likewise, those who will
be identified to be affected by the restructuring will also be interviewed like those who will be retained; those
who will be transferred or redeployed; and those who will be promoted.
Documents relevant to the reforms will be looked into including the issuance of executive orders,
accomplishment reports of the division and the resolution approved by the Sangguniang Panlungsod by
means of lateral movement to reorganize various position titles.
The Public Affairs and Assistance Division of the City Government of Batangas is under the control
of the Office of the City Mayor. Placed under the administrative supervision of the City Administrator, it is
responsible for providing quality public services to the people.
Based on its mandate, the PAAD is tasked specifically as a custodian of all the records of the Office
of the City Mayor, prepares and issues all documents and certification relative to all Barangay Officials and
coordinates with different offices concerned.
The PAAD consists of thirty four (34) employees. Only eleven (11) of those are internally designated,
while the other twenty seven (23) employees are detailed or deployed at various offices of the City
Government of Batangas including Business Permits and Licensing Office (BPLO), Sangguniang Panlungsod,
Association of Barangay Chairman (ABC), Office of Senior Citizen Affairs (OSCA), Youth Office, General
Services Department (GSD), City Health Office (CHO), Colegio ng Lungsod ng Batangas (CLB), Defense and
Security Services (DSS) and Office of the City Coliseum.
The plantilla positions and the employees who were detailed at various offices before reorganization
are as follows:

Table 1
Plantilla Positions and Detailed Offices of PAAD’s Employees
Plantilla Positions Departments
(1) Community Affairs Officer III BPLO (Major functions)
(1) Community Affairs Officer II Sanggunian (Major functions)
(1) Administrative Assistant I ABC
(8) Administrative Aide I ABC
(1) Administrative Aide I OSCA
(2) Administrative Officer V Youth (Major functions)
(1) Community Affairs Assistant I Youth
(2) Administrative Aide I Youth
(2) Administrative Aide I CHO
(2) Administrative Aide I DSS
(2) Administrative Aide I Coliseum
Total: (23) detailed employees

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 A reorganization of this division will entails budgetary requirements since the office of the said
division can occupy only eleven (11) employees. Likewise, issues and concerns will be raised from those
employees who are already functioning at the detailed offices and somehow occupy a major duties and
functions. But then, it could become the first feat of the City Government especially by the Local Chief
Executive if done properly and lawfully.

The Reorganization of the PAAD

Recognizing the critical role of the PAAD in the provision of public services, the Local Chief Executive
(LCE) need to issue Executive Order (EO), to strengthen the organizational set-up of the division with the end
view of making the organization more efficient and effective in delivering its mandated functions. Based on
the Executive Order, the reorganization of the division focused on the following:

 Reassigned by means of lateral movement, all those employees who hold major functions and
responsibilities at their deployed offices and bring back those who occupied minor functions;
 Realigned budget for the purpose of building a more suitable environment or adaptive office for the
reorganization;
 Reframing the specific functions of the division specifically the administrative section towards more
efficient and effective actions; and
 Understanding new goals and priorities by means of training workshops or capacity building.

The Reorganization may took effect through four specific conditions. First, the PAAD’s Division Chief
can right her pleading through the Human Resource Management and Development Officer for a
Reorganization of the said division by virtue of Lateral Movement of Personnel. This shall only comprise
employees currently re-assigned to other City Government Offices who holding minor functions. Second, the
HRMDO Officer will endorse the letter of the division chief regarding the reorganization of the said division
citing the name, position and office of reassignment. Third, the Honorable City Mayor or the Local Chief
Executive, through the Honorable Sangguniang Panlungsod will then indorse the letter of the HRMDO Officer
regarding the request of the PAAD’s Division Chief for the Reorganization of various employees including the
stated positions.
Lastly, after the LCE indorsement, the Committee where this agenda will be referred will conduct a
committee hearing for this effect and after a thorough discussions and findings, this item will be subject for
approval and legislation. Once, the resolution has been approved during the Sangguniang Panlungsod regular
session, the copy of the approved resolution will be distributed to all of concerned with this matter and this will
be published and posted in three (3) conspicuous places on ten (10) days.
To have a better understanding on the four set conditions, the sample letter requests to be made by
those concerned on the reorganization is shown on the Appendices as Appendix A, B, and C.

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X. ANALYSIS OF THE ALTERNATIVE SOLUTIONS

THE ORGANIZATIONAL STRUCTURE OF PUBLIC AFFAIRS AND ASSISTANCE DIVISION AFTER

REORGANIZATION
With the implementation of the reorganization plan of the division, the structure saw an increase in
the number of internal employees under each division and the reassignment of only few employees on various
offices of the City Government. The employees are also organized based on their plantilla positions. Figure 2
below shows the chart of the reorganized structure of the Public Affairs and Assistance Division.

Figure 2
Public Affairs and Assistance Division Reorganization Structure

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The Changes in the Organizational Structure and Systems

The Public Affairs and Assistance Division plays a critical role in the restructuring of the organization.
It is expected to lay the groundwork for the changes to take place most especially in terms of the effects or
impact on the employees. Thus, it is expected to upgrade and develop the capabilities of the work force not
only for the work changes but also for the sustainability of the changes to further strengthen the effectiveness
of organizational operations.
The PAAD was headed by a division chief, a Community Affairs officer IV. Before the implementation
of the reorganization, the PAAD had a total of eleven employees internally. After the implementation of the
reorganization, the number of employees has increased from 11 to 30. However, the other four (4) detailed
employees who hold major functions on their reassignment will still be considered reassigned. The additional
nineteen (19) employees are those who are transferred back to PAAD as their host office because of their
plantilla positions. The positions were also aligned based on the specific functions per section. For instance,
the three (3) Community Affairs Officers will serve as the section chiefs of public relation & barangay affairs
section; administrative section and project and follow up section. Most of the Administrative Aide I will be
assigned on the first two sections as these occupy major functions in the said division.
As claimed by this representation, the important change that has to be taken in the PAAD is not so
much in the expansion of the units but more into the importance given to the specific functions of the division.
Of course, if this will be materialized, the expansion of the division’s facilities are necessary in order to make
it suitable for the employees especially those who are upcoming to be adaptive and familiarized with the new
structure and system. The said specific functions can be strengthened by means of top management support
given through trainings and capacity development of personnel.

RESULTS

Effects or Impact of the Reorganization on the Employees

The changes in the organizational structure and the specific functions and responsibilities in the
PAAD have produced both positive and negative effects on the work performance of the employees.
From the perspective of the division chief, the upgrading of their units to a division level does not
change the units’ functions. The internal employees still have the same set of responsibilities. Although there
are additional workloads, the nature of their job remains the same. Thus, their level of work performance
remains the same. Nonetheless, some employees like those who are detailed, view the additional workload
negatively. In the case of IT personnel for instance, the increased volume of work has not resulted in the
increase of salary. In other words, they view their salary to be not commensurate with the work that they are
doing. In short, they somehow committed unethical behavior towards their jobs because of the status they
have.
On the positive side, certain division chiefs see the restructuring as a factor in developing the
expertise of employees. For instance, under the three sections, the employees get more focused on the
operations and functions of which used to be separated. As they get more focused on their job, they tend to
develop their expertise. In turn, this improves their job performance.

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 The set of section chiefs serve as those who see to it that the functions of each section has done
properly. But this representation realized that in the flow of communication and reporting in the organization
appears not to be welcomed by many employees including the heads of division. Whereas before they could
go directly to the Division Chief in case of a work problem, the present communication or reporting flow dictates
that the employees has to report first to the section chief before the communication reaches the desk of the
Division chief. To many of the employees, this flow tends to centralize information and decision-making
processes. It slows down the flow of work because the employees has to consult first the section chief before
making any decision.
Some employees also see the restructuring as a positive variable in deepening their commitment.
To them, this is a result of the functions becoming more defined and with more direction. In the case of the
Administrative Section for instance, the functions of the employees have become more defined in terms of
records management and development. According to the researcher, with more defined functions and
direction, the employees tend to know more about their jobs and in the process, become more committed to
their work.
In the case of employees who are currently reassigned or redeployed to other departments and have
been transferred back to the PAAD, some of them claim that they will be having difficulty in adjusting to their
“new” work environment. Initially, they were not given major functions or workloads so that their work
performance will surely be suffered. Others state that they will be given new and added responsibilities and
they will also have a hard time coping with the new job. In effect, this will affects their work performance
because they could hardly finish their work on time. But as they become acquainted with their jobs, then will
come a time that they will learn new skills and knowledge, which to them, can be a positive effect after all.

Problems and Constraints in the Implementation of the Restructuring Plan

The implementation of the restructuring plan has brought about certain changes in the organizational
structure, functions and systems and procedures. To the division chief, these changes have affected the
employees the most. Although consultations were held among the employees to discuss the plan and
meetings and workshops were conducted to explain the changes particularly in regard to the new functions
of each sections specifically the administrative section, still, the employees were seen to be resistant to the
changes. To the employees who have not been with PAAD ever since, the mere transfer of office location is
stressful. There is even more stress on their part if they are given new assignments and functions. Ethical
dilemmas occur inside the office since employees are new to the organization policy and mandates.
The resistance is also strong in terms of the exposure of the employees to new technology. The
more “senior” employees that are to be transferred to PAAD are avers to using the new technology or
computers because they have been used to do their work manually. This poses a problem in preparing them
for the new functions they have to perform. In addition to the resistance to the application of new technology
in the work setting, the employees may also be of concern to the quantity of computers to be provided to
them, which is a big constraining variable in preparing them for the application of the new technology.
Another major concern that can be raised by the employees in the reorganization process is the
preparation of the staff to hold new functions and responsibilities. Apparently, the division may not be able to
provide the staff with the needed skills to enable them to perform their new jobs better. In other words, training
should be conducted beforehand to make employees familiar with their new functions and responsibilities.

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 To some personnel however, the reorganization has brought forth positive changes. For one, a
number of plantilla positions especially those who are administrative aides were reorganized. There was no
layoff of personnel. Some were transferred to other units where their knowledge and skills were deemed to
be more needed. But then, some employees complained that these changes, most especially those pertaining
to the transferring of employees who holds major functions on its reassignment, benefited the more high level
positions more than the ordinary employees. This was seen to be a constraining variable in the introduction
of changes and reforms in the organization.
Perhaps, the biggest constraint in the reorganization process is the political will in pushing through
with the changes and reforms. Seemingly, there was lack of political will in the sense that some personnel
who were supposed to be transferred back to their host office, still, stayed in their old units.

XI. RECOMMENDATION
As depicted from the case study, there are certain lessons that can be drawn from the implementation
of reorganization, among which are the following:
1. It is important for the employees to know their job responsibilities and accountabilities to be able to perform
well their tasks. In this regard, ethics and accountability forms an important part in the realization of
organizational goals and the management should prepare their personnel for the effective performance of
their jobs by developing and enhancing their knowledge and skills to meet the requirements of their jobs.
Management should also come up with performance measurements as standards for assessing good job
performance.
2. The need to technically prepare the employees for the new jobs or functions and responsibilities assigned
to them. The preparation would entail a clear understanding of their functions in relation to the overall goals
and objectives of the office. This would likewise include training on their part to enable them to acquire the
needed skills and knowledge before they assume their new jobs or functions.
3. The need to orient and involve the employees in the processes contained in the reorganization. Ethical
decision-making should be follow including a participatory approach of all levels of the organizational. This
help address the ethical dilemmas inside the organization. As can be seen in the case study, the conduct of
meetings with the employees to explain the overall goals and objectives of the reorganization is wanting.
Thus, their lack of understanding of the principles and criteria involved in the changes has given rise to certain
fears and anxieties about the changes in their work environment. These have contributed to the strong
resistance of the employees to the implementation of the reorganization strategies.
4. The need to create an enabling work environment for the implementation of the reforms. A work
environment where the introduced changes and reforms are sustained and maintained by management could
be seen as an enabling or facilitative kind of environment. One way of maintaining and sustaining the
momentum for the implementation of the changes and reforms is the provision of good equipment and facilities
to aid the employees in their work. Even a comfortable working place where the employees could work
conveniently for greater productivity appears to be a must.
5. The need for a strong “political will” to implement the reorganization. One of the cited constraints in the
implementation of the improvement strategies is the lack of “political will” on the part of the management to
push through all the changes and reforms contained in the strategy. This gives the wrong message to the
employees that the management is not “sincere” in instituting reforms in the organization. Thus, this

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contributes strongly to the disenchantment of the employees on the whole process of innovation and
reorganization.

XII. CONCLUSION
Reorganization is one of the most common activities of government, but it is not adequately
understood, either by practitioners or by scholars. Reorganization may be an inevitable part of organizational
life but living through them is challenging and stressful. On a personal level, we genuinely loose some of our
friends from the organization, and on a professional level, we are likely to feel unsettled because it is unclear
to us what life will be like under the new structure. Despite of this negativity, it is important to approach the
changes with an optimistic mindset. I’d like to think that by means of this case study, I am somehow be one
of the active advocates who take initiative to make the reorganization works.

The definition of a reorganization is very important because it legitimates different ways of organizing
the ethical decision-making processes and thereby different decisions. This illustrates that there are
competing decision procedures and norms in public organizations like in the government. By emphasizing the
majority-rule principle, the head of division or department can lift the reorganization process upwards in the
hierarchy. A reorganization of public offices on the basis of collectively approved goals will substantially
changes or reshape the ethical decision-making behaviour of the people concerned.

The two main indicators for changes in decision-making behavior were

changes in patterns of contact and working constraints. The first explains that a restructuring really matters.
There are substantial effects of the reorganization on the employee’s patterns of contact and administrative
milieu. The second, stressed that people who stayed in the division or department through the reorganization,
and thereby were affected by more comprehensive structural change, would experience more profound
effects than people who choose to leave or stayed as detailed employees. On the basis of the individual
decision-making effects mentioned above, the aggregated effects of the reorganization is that the dramatic
and differently experienced effects on contacts and administrative milieu show that the reorganization has
been successful. The intention behind the reorganization was to strengthen the central coordination in the
said division and this can be attained by a successful reorganization of organizational structure.

This case study shows how the reorganization can be done and works on the Public Affairs and
Assistance Division of the City Government of Batangas. The success of this change management, be it
called as structural reorganization is in improvements in the management and delivery of public services.

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XIII. BIBLIOGRAPHY

Argyres, N. & Zenger, T.R. (2012). Dynamics of organizational Structure. Handbook on Economic
Organization
Brown, Kerry. “Human Resource Management in the Public Sector”. Public Management Review, UK:
Routledge, Taylor & Francis Group, September 2004
Gregorio, S.P. (n.d.) Striving for Good Local Governance. Ateneo School of Government- Philippine
Governemnt Forum. Replication Guide.
Legaspi, P. E (n.d). Reorganization as a Civil Service Reform in the Philippines: Some Insights and Lessons
Meyer, I. (2016). “Government reorganization and policy change. A comparative analysis of fusions across
government ministries. IEPHI, Lagape

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XIV. APPENDIICES

Appendix A. Pleading for a Reorganization of the Public Affairs and Assistance Division (PAAD)

Republic of the Philippines

Batangas City
Public Affairs and Assistance Division (PAAD)

January 7, 2019

HONORABLE BEVERLEY ROSE A. DIMACUHA

City Mayor
Batangas City

Thru: Ms. AUREA R. CASTILLO

HRMDO

Dear Mayor,

We respectfully forward our pleading for a Reorganization of the Public Affairs and Assistance Division by
virtue of Lateral Movement of Personnel. This shall consist employees currently re-assigned to other City
Government Offices who holds minor functions. Please be it known that no additional budget shall be incurred
in the process of transferring the employees.

The Civil Service Commission has ordered for the strictest implementation of the Strategic Performance
Management System. This proposed Reorganization shall give validation to the Actual Duties and
responsibilities of the employees. It will also be noteworthy of mention that a good number of those included
in the proposal spent their careers in their current places of assignment, thus, a formalization of their entry
into the plantilla of their host offices will authenticate their tenure and will benefit them the privilege to complete
for promotions in fields of their expertise.

Thank you very much.

Very truly yours,

MRS. EVELYN D. ALCANTARA
PAAD, Division Chief

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Appendix B. Endorsement Letter of HRMDO Officer to the City Mayor
Republic of the Philippines
Batangas City
OFFICE OF THE CITY MAYOR
HUMAN RESOURCE MANAGEMENT & DEVELOPMENT OFFICE

February 4, 2019

HONORABLE BEVERLEY ROSE A. DIMACUHA

City Mayor
Batangas City

Dear Ma’am,

This is to respectfully endorse the request of Mrs. Evelyn D. Alcantary regarding the Reorganization of the Public Affairs
and Assistance Division by virtue of Lateral Movement of Personnel. The following positions are included in the request;

Name Position Office/ Reassigned Permanently

1. Manolo Perlada Administrative Officer V Youth
2. Lita Llaga Community Affairs Officer III BPLO
3. Mary Ann Antenor Community Affairs Officer II Sanggunian
4. Gliceria Clet Administrative Officer V Youth

Name Position Office/ Transferred to

5. Maria Carlota Martinez Administrative Assistant I ABC to PAAD
6. Lovereal Gualberto Administrative Aide I ABC to PAAD
7. Cristina Lawas Administrative Aide I ABC to PAAD
8. Ramon Gamboa Administrative Aide I ABC to PAAD
9. Nenita Culiat Administrative Aide I ABC to PAAD
10. Regine Aguilar Administrative Aide I ABC to PAAD
11. Liberty Albotra Administrative Aide I ABC to PAAD
12. Maria Moreno Administrative Aide I ABC to PAAD
13. Lorelie Catilo Administrative Aide I ABC to PAAD
14. Ailene De Villa Administrative Aide I OSCA to PAAD
15. Jovelyn Buan Community Affairs Assistant I Youth to PAAD
16. Jessie M. Clet Administrative Aide I Youth to PAAD
17. Jonathan Orense Administrative Aide I Youth to PAAD
18. Dionisia Andal Administrative Aide I CHO to PAAD
19. Angelica Gonzales Administrative Aide I CHO to PAAD
20. Celso Jataas Administrative Aide I DSS to PAAD
21. Demie Bobadilla Administrative Aide I DSS to PAAD
22. Manuela Sumanga Administrative Aide I Coliseum to PAAD
23. Felix Balido Administrative Aide I Coliseum to PAAD

Please see attached letter.

For your information and reference.
Thank you.

Very truly yours,

AUREA R. CASTILLO
City Government Assistant Department Head I
HRMDO

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Appendix C. Indorsement letter of the City Mayor to the Sangguniang Panlungsod

Republic of the Philippines

Batangas City
Office of the City Mayor

February 6, 2019

THE HONORABLE SANGGUNIANG PANLUNGSOD

Batangas City

Thru: The Honorable Emilio Francisco A. Berberabe Jr.

City Vice Mayor and Presiding Officer

Dear Honorable:
This is to indorse to you the letter of Ms. Aurea R. Castillo, City Government Assistant Department Head I,
Human Resource Management & Development Office dated February 4, 2019 regarding the request of Mrs.
Evelyn Alcantara for the reorganization of the Public Affairs and Assistance Division by virtue of Lateral
Movement, including the stated positions, copy attached.

With high hopes of favorable response.

Very truly yours,

BEVERLEY ROSE A. DMACUHA

City Mayor

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