ANTI RED TAPE ACT (ARTA)/CITIZEN’S CHARTER AND FEEDBACK MANAGEMENT

I. Introduction

In response to Republic Act No. 9485 or otherwise known as the Anti-Red Tape Act of 2007, “An Act to Improve Efficiency in the Delivery of Government Service to the Public by Reducing Bureaucratic Red Tape, Preventing Graft and Corruption, and Providing Penalties Thereof,” the Human Resource Management and Development Office (HRMDO) has put precedence in ensuring that clients get the best services from well-mannered employees, and in clean and organized work areas.

Likewise, the HRMDO has devised a tool for determining the level of awareness and participation of clients on Anti Red Tape Act and Citizen’s Charter as well as the compliance of offices and hospitals on ARTA requirements, such as the posting of different instructional materials to guide clients in obtaining the services they require, where to get them and from who, and the amount they need to pay, among others.

II. Executive Order

2018

2009

III. Objectives

  1. To monitor the overall client satisfaction and complaints on service providers, quality of service and physical working condition.
  2. To validate the level of awareness and participation of clients on Anti Red Tape Act and Citizen’s Charter.
  3. To assess the compliance of offices and hospitals to the Anti-Red Tape Act and Citizen’s Charter.
  4. To implement work and process improvement.
  5. To develop a system to properly manage and address formal and informal complaints from external clients.

IV. Implementation of the Feedback Management Program

The Anti-Red Tape Act is implemented in support to Republic Act No. 9485, which aims to improve government service to the public thru the Citizen’s Charter – by providing clients information on how to avail a service and whose content include step by step processes of availing services to clients vis-à-vis the allotted time, location and employee on duty, as well as the list of fees, when necessary. Thus, making transactions in government faster, resulting to client satisfaction.

The Client Feedback, Client Satisfaction Survey and the Anti-Red Tape Act (ARTA)/Citizen’s Charter Survey are conducted thru the following:

  1. The designated Public Assistance and Complaints Desk (PACD) Officer shall administer the Client Feedback, Client Satisfaction Survey and the Anti-Red Tape Act (ARTA)/Citizen’s Charter Survey daily to clients.
  2. The PACD Officer shall prepare and submit his/her monthly Client Feedback, Client Satisfaction Survey and the Anti-Red Tape Act (ARTA)/Citizen’s Charter Survey reports to the HRMDO every 5th day of the succeeding month.
  3. Results of the surveys shall reflect the satisfaction level of clients with regards to employee attitude, quality of service, timeliness in the provision of services and physical working condition; and level of awareness of clients on ARTA/Citizen’s Charter, compliance of employees to the ARTA/Citizen’s Charter requirements and participation of clients with regards to some of the provisions of the ARTA/Citizen’s Charter such as their willingness to provide feedback and abide with the rules.

V. Addressing Client Complaints

  1. Simple complaints can be acted upon by the designated/assigned Public Assistance and Complaints Desk Officer of every office/hospital.
  2. Complaints that require the attention of higher supervisors such as work processes and service providers are forwarded immediately upon receipt to the concerned administrative officer, section chief and chief of service for immediate action.
  3. Complaints that pertain to policy and decision-making are forwarded to the Chief of Office/Hospital.
  4. Complaints shall be validated by the person responsible (PACD Officer, Administrative Officer, Chiefs of Services and Section Chiefs).
  5. Validated complaints shall be addressed with the necessary corrective actions to prevent their recurrence.

VI. Monitoring, Control and Evaluation

Monitoring the Feedback Management Program is done daily by the designated/assigned Public Assistance and Complaints Desk Officer of every office/hospital.

Relatively, the Human Resource Management and Development Office (HRMDO) program coordinators conduct quarterly onsite monitoring and inspection. Audit for a particular quarter is done during the succeeding quarter. The audit/monitoring team from the HRMDO shall visit the 14 provincial government hospitals and retrieve the feedbacks from the suggestion boxes that are locked including those from the different provincial buildings and offices. The HRMDO shall likewise keep the keys to the suggestion boxes and are the only authorized staff to open them in order to maintain reliability and confidentiality of survey results.

Aside from retrieving client feedback from the suggestion boxes, HRMDO program implementers conduct face to face interview with office and hospital clients during onsite monitoring and inspection audits.

Findings from the survey and retrieved comments from the suggestion boxes shall be communicated to the Chiefs of Office and Hospitals to inform them regarding the results of the survey. Valid complaints or gaps shall then be addressed thru the Corrective Action Risk and Opportunity Update Report (CAROUR) to document the nonconformities and the corresponding corrective actions to address them. Likewise, HRMDO program coordinators shall monitor the actions taken on a quarterly basis thru their scheduled onsite monitoring and inspection.

Concerns/complaints shall be addressed immediately especially those that affect the services provided and client requirements. The employee assigned at the Public Assistance and Complaints Desk shall be responsible in managing complaints using the process of addressing client complaints.

Clients may opt to air their complaints or compliments personally to the employee concerned or they may drop them in the suggestions boxes located in office buildings and hospital lobbies, which will be collected by the HRMDO program coordinators/implementers.

VII. Reporting System and Documentation

The HRMDO shall be responsible for documenting Client Feedback and Client Satisfaction Survey in the different provincial offices and hospitals.

The quarterly reports on Client Feedback and Client Satisfaction shall include analysis and interpretation of results. Analysis shall include identification of the office and hospital with the most number of negative and positive feedback. Likewise, results shall reflect which of the four indicators, namely: service providers, quality of service, timeliness of the provision of services, and physical working condition, has the most number of complaints and compliments.

VIII. Location of Suggestion Boxes

Suggestion boxes are located at the Public Assistance and Complaints Desks located in the following buildings at the Provincial Capitol Complex and in the 14 hospitals under the provincial government, to wit:

  1. Palaris Building Lobby
  2. Finance Building Lobby
  3. Capitol Building Lobby
  4. Malong Building Lobby
  5. Provincial Library
  6. Capitol Resort Hotel
  7. Provincial Jail
  8. All 14 Provincial Government Hospitals
    1. Asingan Community Hospital
    2. Bolinao Community Hospital
    3. Dasol Community Hospital
    4. Manaoag Community Hospital
    5. Mapandan Community Hospital
    6. Pozorrubio Community Hospital
    7. Umingan Community Hospital
    8. Western Pangasinan District Hospital
    9. Eastern Pangasinan District Hospital
    10. Lingayen District Hospital
    11. Urdaneta District Hospital
    12. Mangatarem District Hospital
    13. Bayambang District Hospital
    14. Pangasinan Provincial Hospital

IX. Survey Tools

HRMDO has implemented the Client Feedback Management Program using two tools – the Client Feedback and the Client Satisfaction Survey, for the public to indicate their comments, suggestions, complaints and compliments as well as their evaluation of employee attitude, standard of services rendered to them and cleanliness of work areas. Aside from being able to identify overall client satisfaction and complaints, the results will then be able to determine whether the present set up or work processes are efficient or need to be improved.

7s of Good Housekeeping

I. Introduction

Establishing the standard to clean, sort and organize is significant in achieving a systematic and orderly workplace. A healthy workplace results in a safer, more efficient and more productive implementation of procedures and processes. In this connection, the Provincial Government of Pangasinan thru the Human Resource Management and Development Office (HRMDO) has implemented the 5S of Good Housekeeping to ensure a systematic approach in organizing work areas, keeping rules and standards and maintaining discipline needed to perform assigned tasks and functions.

The 5S of Good Housekeeping is one of the productivity and quality programs of the Provincial Government of Pangasinan. Provincial Productivity and Quality Programs are tools and strategies for organizational development, productivity improvement and service efficiency of all employees in the offices and hospitals of the Provincial Government of Pangasinan.

With this, the Provincial Government of Pangasinan thru the Human Resource Management and Development Office has created and adopted the 5S of Good Housekeeping by virtue of a memorandum and has formulated 5S of Good Housekeeping standards and key indicators (both for soft and hard S). Likewise, different forms have been designed to serve as an assessment tool in measuring its implementation in all offices and hospitals of the Provincial Government of Pangasinan. The 5S of Good Housekeeping was pilot implemented last 2008 and was fully implemented last 2011 to all employees, 25 offices and 14 hospitals of the Provincial Government of Pangasinan. The result of the implementation showed that employees, offices and hospitals are complying with the indicators measured namely Sort, Systematize, Sweep, Sanitize and Self – Discipline.

Based on the conducted onsite monitoring and validation, employees, offices and hospitals have complied with the standards and requirements of the 5S of Good Housekeeping. This is indicative therefore of positive attitude of employees in continuously implementing the program to develop a good organizational image and sustain work simplification. Likewise, they have maintained a regular habit and practice of making their workplace organized and systematic.

Overall, the implementation of 5S of Good Housekeeping enforced significant improvement on the five indicators based on their work performance and productivity in the Provincial Government of Pangasinan. However, as part of the continuous improvement strategy in assessing and measuring the performance and productivity of employees, the 5S of Good Housekeeping thru the Human Resource Management and Development Office was reviewed to enable the Provincial Government of Pangasinan wherein employees promotes service efficiency, productivity and improvement. The reviewed program has designed to include seven indicators namely Sort, Systematize, Sweep, Sanitize and Self – Discipline, Spirit and Safety. These indicators shall be used to measure and interpret the data/information that shall be gathered during the onsite monitoring and validation.

II. Objectives

The Provincial Government of Pangasinan shall implement the 7S of Good Housekeeping to:  

  1. Measure the employees’ performance and organizations’ productivity based on the identified indicators which are:
    1. Sort
    2. Systematize
    3. Sweep
    4. Sanitize
    5. Self – Discipline
    6. Spirit
    7. Safety
  2. Establish systematic measures and practices for organizational development to manage productivity improvement and service efficiency of all employees in the offices and hospitals
  3. Evaluate the effect of 7S of Good Housekeeping to the organizational learning and improvement
  4. Measure employee support to the implementation of 7S of Good Housekeeping
  5. Design action plan/continuous improvement strategies and recommendations based on the result of the onsite inspection/ validation

III. Onsite Monitoring and Validation

The Onsite Monitoring and Evaluation method shall be used to determine the compliance of employees, offices and hospitals in the implementation of 7S of Good Housekeeping. It is a method that involves the collection of data through observation in order to identify conformities and non – conformities of employees, offices and hospitals in line with the 7S of Good Housekeeping. Through this, the root cause of non – conformities shall be identified to implement corrective actions and avoid the recurrence of non – conformities and preventive actions to prevent the occurrence of non – conformities.

Inmaintaining the effectiveness of corrective action in the implementation of 7S of Good Housekeeping, a monthly maintenance/ cleaning schedule shall be accomplished and signed by the concerned employee and supervisor. Likewise, concerned supervisor shall verify and validate the implementation of said maintenance/ cleaning schedule to ensure that it is strictly followed. With this, the supervisor shall observe the area (on – site) of the concerned employee to monitor and check if it is clean, organize and orderly based on the standards of 7S of Good Housekeeping. If not, report on findings/observations and recommendations shall be prepared.

The main focus of the implementation of 7S of Good Housekeeping is to measure and analyze the compliance of employees, offices and hospitals in organizing work areas, following rules and standards and maintaining discipline needed to improve performance and productivity.

The Onsite Monitoring and Evaluation Report shall be interpreted using the quantitative analysis through the Office and Hospital Rating Ranking Report (Soft S and Hard S). This is to quantify the results of the audit and generalize the results. Likewise, quantitative analysis will measure the level of compliance of employees, offices and hospitals on the set indicators/ standards.

IV. Process Diagram

7s of Good Housekeeping

ResponsibilityActivityInterfaces
HRMDOCreating and adopting 7S by virtue of a Memorandum7S Evaluation Forms
Signed/Approved Memorandum 
Work Instructions
  
HRMDOConstitutes the Team Patrols
Identifies Audit Areas
Sets Audit Schedules
Trains 7S Auditors
Audit Schedules
Audit Areas
List of Team Patrol Members
Minutes of Training
  
Team PatrolConducts 7s Audit7s Evaluation Sheets
  
Team PatrolMonitoring and Evaluation
a. Quarterly report submission
b. Quarterly audit/on-site inspection
c. Exit conference
d. Accomplishing CAROUR
e. Evaluation meetings
Quarterly Audit Reports
CAROUR
Non-Conformity Report
Minutes of Meetings
Client Satisfaction Report on physical working condition
  
HRMDOContinuous Improvement
A. Periodic review of process for their appropriateness
B. Regular review of tools for their reliability
7S Forms
Work Instructions
Quality Procedures
 
End
 

V. Brochure Content