101 A STEP TOWARD BETTER GOVERNANCE* A Manifesto of Support and Commitment Whereas, Republic Act No. 9485 or the Anti-Red Tape Act of 2007 mandates government agencies to promote transparency by adopting simplified procedures to expedite government transactions and reduce bureaucratic red tape; Whereas, the Civil Service Commission (CSC), being the lead agency in the implementation of the ARTA law, has adopted strategies to enjoin and monitor government frontline offices’ compliance with the said law which include the ARTA Report Card Survey and ARTA Watch; Whereas, cognizant of the role of civil society organizations, student volunteer groups and other sectors of the society in bridging the government and the governed, the CSC sees the need to enlist their support in monitoring public service delivery and providing feedback and information that could help shape government policies and actions; Whereas, six government offices – the Civil Service Commission, National Computer Center, Bureau of Internal Revenue, Philippine Health Insurance Corporation, Department of Health and Department Trade and Industry – have collaborated for the realization of the Contact Center ng Bayan project, an information and communications technology-based tool which will gather citizen’s feedback on ARTA-related violations towards resolution of complaints and institution of measures to enhance public service; Wherefore, the undersigned government officials, employees, members of the academe, media and representatives/volunteers of different sectors, organizations and the civil society commit to take good governance to a higher level and to take a collective step towards supporting the Contact Center ng Bayan and other existing ARTA-related initiatives and strategies through sharing information on best practices and developmental concerns on public service and advocating excellence in the public service delivery. To these, we pledge and affix our signatures this 27th day of September 2012, at the Bulwagang Serbisyo Sibil, Civil Service Commission, IBP Road, Constitution Hills, Quezon City. *During the launch of the Contact Center ng Bayan on 27 September 2012, this Manifesto of Support and Commitment was signed by the principals and representatives of the six partner agencies, as well as participants from other government agencies, academe, civil society organizations, and the media.
102 Angelo Timoteo M. Diaz de Rivera (1956 - 2013) Former CICT Commissioner Department of Information and Communications Technology Tribute for CCB’s Pioneer Partners: Finding Opportunities for CCB to Flourish
103 A Tribute to Former Commissioner Angelo Timoteo M. Diaz De Rivera Commissioner Angelo Timoteo M. Diaz De Rivera served as the head of E-Government Development Group of the Department of Information and Communications Technology (formerly CICT). He became instrumental in the approval of the project proposal on “Call Center ng Bayan: The Citizen’s Hotline to Government”, which obtained an allocation of Fifty-four Million Pesos budget in 2009 for its one-year operation. In an interview with retired Undersecretary of the Department of Trade and Industry (DTI), Zenaida C. Maglaya, she shared that the National Competitiveness Council (NCC), where DTI was Chair in 2008, frequently discussed initiatives to improve government frontline service, and had various projects with government agencies on consumer protection. The NCC recognized the need to forge a network among government agencies to ensure fast and efficient service. There was also a bottleneck of technology, where government agencies had their own systems and were not interconnected to each other, thus burdensome to the consumers. Usec Maglaya recalled that in one of the Council’s meetings, she saw an opportunity to realize a vision when both CSC and CICT were in attendance. She introduced CSC Public Assistance and Information Office Director IV Maria Luisa Salonga-Agamata and Commissioner Tim, and the rest as they say is history. They became the key players that paved the way for the partnership between the CICT as the bearer of technology, and the CSC as “bastonero” of the bureaucracy, for the establishment of a call center facility tasked to better facilitate feedback and handle complaints among the public and government agencies. Commissioner Diaz de Rivera firmly believed in the need for integration of related systems and projects. He considered the Call Center ng Bayan project important as it was meant to enhance public service delivery in general, and cut red tape in particular. He also saw the importance of integrating the CCB with e-Serbisyo, the Philippine Government’s e-Services portal which aimed to make all information on government services readily available to the citizens, businesses and other stakeholders. He envisioned a single platform where anyone could have access to information about the government, as well as access to services from the government through various channels (phone, email, website, etc.) The e-government fund is a critical component in enabling e-government to blossom. The late Commissioner believed that the e-government fund actually provided many agencies a way to implement high-impact and very strategic projects that were way overdue. He was hopeful that in the future, the Philippine government would be able to have enough resources to increase the e-government fund. True enough, Commissioner Diaz de Rivera’s vision for the Contact Center ng Bayan has been realized in almost ten years of the CCB’s operation. Republic Act No. 11032, which amended the AntiRed Tape Act, even fortified the role of the CCB as the citizen’s helpdesk. The law mandates government agencies to include the contact information of the CCB in their Citizen’s Charter, where the customers could provide feedback on the quality of government service. Through the years, government agencies have become committed in ensuring prompt action to the citizens’ concerns. Our profound admiration and gratitude to two ICT experts who trusted the CSC with their concept and prototype of a citizen’s helpline. The Contact Center ng Bayan was born, nurtured, and made stronger under the auspices of CSC.
104 Director Raul N. Nilo (1957-2017) Former Service Director, National ICT Competency Management Department of Information and Communications Technology Tribute for CCB’s Pioneer Partners: Finding Opportunities for CCB to Flourish
105 “Information technology is the key to streamlining the government’s operations, and if used for which it is intended, would promote transparency and cut down red tape in the government.” Director Nilo’s dedication and persistence as Program Director of the national government’s contact center operations immensely contributed to the establishment and sustainability of the Contact Center ng Bayan facility. From the conceptualization of the CCB proposal in 2009 until the completion of Phase 3 of CCB in 2015, he selflessly provided his expertise and time for the CCB. Notably, the CCB successfully completed the following projects through the technical assistance of Director Nilo: • Pilot implementation of the CCB which was co-managed by the CSC and DICT, with participation from additional four (4) government agencies, namely, Bureau of Internal Revenue (BIR), Philippine Health Insurance Corporation (PHIC), Department of Health (DOH), and Department of Trade and Industry (DTI); • One-year CCB Project Management and Operations Extension Facility, from 1 April 2014 to 31 March 2015, which was awarded to the Polytechnic University of the Philippines (PUP). The Philippine Information Agency (PIA) was also engaged for the management of the CCB Communication Plan; and • Establishment of the on-premise CCB facility at the CSC Central Office. The CSC’s fully-managed 15-seat facility has been operational since 1 April 2015 up to present. Director Nilo finished his Bachelor of Science Major in Mathematics from the University of the Philippines, and also a graduate of Masters Degree in Business Administration. He had over 36 years of professional experience in the field of ICT holding various technical and management positions and specializes in project management, policy formulation and information systems planning and management. According to his former staff, he had various offers abroad, but preferred to stay and serve his country. “Boss Raul”, as fondly called by his former colleagues, accomplished so much for the agency through his talent and dedication. The CCB will remember Director Nilo as a very humble public servant. He usually arrived one hour earlier in any inter-agency meeting, bringing his big umbrella and black bag, and waited quietly without demanding any special treatment. A Tribute to Former Director Raul N. Nilo Our profound admiration and gratitude to two ICT experts who trusted the CSC with their concept and prototype of a citizen’s helpline. The Contact Center ng Bayan was born, nurtured, and made stronger under the auspices of CSC.
106 When a citizen communicates via voice call, SMS, fax, email or the internet, a generalist agent from the CCB, who is connected to the government’s Knowledge Base, responds to the caller. Depending on the caller’s concern, the agent processes the request. All conversations are recorded and kept in the database for reference. Tickets are categorized as simple or general queries that can be handled by the agents, and complex when the concern has to be elevated to agencies. Referred tickets remain active until resolved by the agencies. In monitoring active tickets, agents are required to do follow-up calls within five days for updates on action taken by the agency. Those that remain active/unresolved are included in the bulk follow-ups sent to agency heads. Part of the Standard Operating Procedure of the CCB is ensuring that referred tickets remain active until resolved by the agencies to the client’s satisfaction. How does the Contact Center ng Bayan process your comp
107 plaints, requests, or suggestions? The CCB ensures that actions on public feedback are in compliance with the number of days required under Republic Act No. 11032. To do such, the CCB regularly monitors the resolution rate of the concerns referred to government agencies. Aside from conducting regular follow-ups, the CCB initiated the conduct of bulk followups on unresolved concerns. The CCB also introduced the online matrix of referrals which government agencies/offices may utilize to monitor the status of public feedback referred. Focal persons of the offices were given authority to access the online system which in effect aided the smooth flow of communication between the CCB and the focal person/s and allowed a more speedy resolution of referred
108 The CCB also became the benchmark in the establishment of the client feedback facility of other government agencies here and abroad; and the CSC willingly shared its knowledge and experience in the management of the facility. Benchmark of best practices CCB Program Manager and CSC Public Assistance and Information Office Director IV Maria Luisa Salonga-Agamata (middle, right photo) provided briefings for local and foreign visitors interested in benchmarking their own government contact center operations.
109 Members of the Board of Commissioners of Zambia’s Anti-Corruption Commission toured the CCB facility and frontline/clients’ area of the CSC during their visit to the Philippines.
110 Top government officials from Nepal were toured around the CCB facility and provided an overv 5th from L), CCB Program Manager and CSC PAIO Director IV Maria Luisa Salonga-Agamata (2nd Benchmarking activities of international groups
view of its operations. Also in photo are former CSC Chairperson Alicia dela Rosa-Bala (1st row, 111 d row, leftmost), and former CSC PAIO Director III Ma. Theresa C. Fernandez (2nd row, rightmost).
112 Various government officials visited the Contact Center ng Bayan.
Human resource management practitioners observed the Contact Center ng Bayan operations. 113
114 CCB data from 2013-2021 revealed that the most reported violations of the Anti-Red Tape Act, as amended by Republic Act No. 11032, are on slow process, interrupted service delivery during noon break and discourtesy of frontline service providers. The CSC was also able to generate a report on the top 10 agencies with the most number of ARTA-related reports based on CCB data. Through the feedback generated from the public through CCB, government agencies, particularly the heads of agencies, are informed of the need to improve and/or sustain the delivery of quality service. Agency heads are provided with updated data on the number of reports elevated, nature of the reports, resolution rate, and recommended course of action. Also, the information generated from calls made and action on referrals has provided an empirical basis for gauging the performance of government agencies—the quality of service they render and their responsiveness to the people’s needs. The data gathered by CCB are now among the good governance conditions in the grant of the PerformanceBased Bonus or PBB as mandated by the Inter-Agency Task Force on the Harmonization of National Government Performance Monitoring, Information and Reporting Systems, a body created by virtue of Administrative Order No. 25. The data obtained have also served as take-off points for studies on government processes and systems and possibly correlate these with measures to mitigate graft and corruption. Using CCB date to improve public service delivery Championing Service Excellence Through the Years
115 Most reported anti-red tape violations from 2013-2021 Championing Service Excellence Through the Years
116 Top nature of complaints on delivery of government services
117 Data on agencies with highest number of complaints related to government frontline service delivery, 2013-2021
118 Through the years, the Civil Service Commission’s (CSC) Central, Regional, and Field offices (CSC CO/ROs/FOs) have significantly contributed to the successful operations of the Contact Center ng Bayan (CCB), specifically in ensuring immediate action on concerns lodged by the public. The CSC ROs, and FOs have been assisting the CCB in following up the referrals sent to other government agencies. They were also in constant coordination with government agencies within their cluster to monitor and/or ensure timely responses to the feedback referred by the CCB. With the COVID-19 pandemic, safety measures such as community lockdowns and restrictions were implemented in most areas of the country. During this time, the CCB experienced difficulty in contacting government agencies due to a limited workforce and/or lack of active contact information. To assist the CCB, the CSC ROs have provided a list and contact information of Human Resource Management Officers (HRMOs) of government agencies within their clusters. The list was added to the CCB’s directory and used by the CCB agents for followups on unresolved referrals. This has contributed to the enhancement of the CCB’s Central Knowledge Base, a directory that serves as a central database of government agencies’ contact information. The CCB was also able to maintain high resolution rate of feedback received. For CY 2021, the CCB posted a resolution rate of 99.69%. In addition, the CSC ROs/FOs have also ensured fast and timely resolution of customers’ feedback, which directly involved their services. For 2021, the CSC ROs posted a resolution rate of 93.33% on all complaints referred by the CCB. Of the CSC offices, Regions II, IV, V, VI, VII, X, XII, and the National Capital Region (NCR) posted a 100% resolution rate. Over and above, the full and unreserved support of the Commission has made the accomplishments of the CCB possible. The Office of Commissioner Aileen Lourdes Lizada has recently extended its commendation to the Public Assistance and Information Office (PAIO) and all other offices of the CSC for posting a high-resolution rate on concerns monitored by the CCB. CSC Central and Regional Offices contribute to successful operations of the CCB CSC Assistant Directors. Front row (L-R) CSC RO VIII Acting Director III Flordeliza C. Algas, CSC RO X Director III Noemi Rabe-Torres, Office for Nograles, Commissioner Ryan Alvin R. Acosta, CSC RO IV Director III Josephine R. Altura, CSC RO I Director III Cornelia M. Rillera, CSC RO II Act 2nd Row (L-R) Examination, Recruitment, and Placement Office Director III Cherry C. Beris, Public Assistance and Information Office Acting Direc Krunimar Antonio D. Escudero III, CSC CAR OIC Director III Ruber U. Wacas, Office of Commissioner Acosta Director III Floreida A. Apolinario, Integ Not in photo: CSC RO III Director III Rosalinda A. Tanaliga-Oliva, CSC RO VII Director III Ariel B. Bacatan, CSC RO IX Director III Mario Jose T. Cu Heads of Offices from the CSC Central and Regional Offices. Front row - Office for Strategy Management Director IV Helene Grace T. Ramos, Pub RO IV Director IV Maria Leticia G. Reyna, CSC RO V Director IV Daisy P. Bragais, Commissioner Aileen Lourdes A. Lizada, Chairperson Karlo A. B. BARMM Director IV Lida C. Ayon, CSC RO II Acting Director IV Marites P. Lappay, CSC Region IX Alvin R. Araneta, OCH Director IV Fe Karen M. L 2nd row - CSC Caraga Winston L. Plaza, CSC RO XI Director IV Cyril-Nathan SM. Eamiguel, Commission Secretariat and Liaison Office Director IV K Office for Human Resource Management and Development Acting Director IV Rosalita B. Rances-Petaca, Examination, Recruitment, and Placemen
119 Legal Affairs Director III Ariel V. Villanueva, CSC RO IV Director III Radne B. Jomuad, CSC RO VI Director III Erna T. Elizan, Civil Service Institute Director IV Emilyn O. Severo, CSC RO V Director III Rosalinni V. Moneda, Commissioner Aileen Lourdes A. Lizada, Chairperson Karlo A. B. ting Director III Maria Noemi S. Bustamante, CSC RO XI Venus O. Bumanlag, CSC NCR Director III Maricar T. Aquino, Acting Director III Teresita R. Antolin, CSC for BARMM DIrector III Maribel Sixto-Alejo; tor III Fiaberna U. Salumbides, Human Resource Policies and Standards Office Director III Sheila G. Acuna, Commission Secretariat and Liaison Office Director III Tina Katharine L. Sison, CSC Caraga Acting Director III Christopher C. Mabale, Human Resource Relations Office Director III grated Records Management Office Acting Director III Jilven T. Amar, Office for Human Resource Management and Development Acting Director III Ma. Jinky P. Jayme, Office for Legal Affairs Director III Christian Dawn G. Molina, and Office of Commissioner Lizada Director III Enrico P. Lopez. nting blic Assistance and Information Office Director IV Maria Luisa Salonga-Agamata, Office for Legal Affairs Director IV Alma Flores-Foronda, CSC RO X Director IV Grace R. Belgado-Saqueton, CSC RO VI Director IV Carlos A. Evangelista, CSC RO III Director IV Fernando O. Mendoza, CSC Nograles, Commissioner Ryan Alvin R. Acosta, CSC RO XII Director IV Resurreccion P. Pueyo, CSC RO I Director IV Hedy Jose B. Lardizabal, CSC CAR Director IV Nerissa B. Canguilan, CSC NCR Director IV Judith Donggallo-Chicano, CSC RO VIII Director IV Marilyn E. Taldo, CSC for Lamorena, Human Resource Relations Office Director IV Ma. Theresa C. Fernandez. Katherine Limare-Delmoro, Office for Financial and Assets Management Acting Director IV Maria Victoria M. Salazar, Civil Service Institute Director IV Fernando M. Porio, CSC RO VI Director IV Nelson G. Sarmiento, Integrated Records Management Office Noreen Boots Gocon-Gragasin, nt Office Director IV Prisco S. Rivera Jr.
120 Being the public feedback mechanism of the Philippine Government to support fully the implementation of the Anti-Red Tape Act (ARTA) of 2007 and the IRR of the Ease of Doing Business and Efficient Government Service Delivery Act (EODB) of 2018, the Contact Center ng Bayan (CCB) indeed responded to the call for a responsive, service-felt and readily-accessible platform that the public can fully rely on. To quote a jurisprudence, “Those who chose public service embraced the public’s interest with a priority higher than their own. Their oaths signify a commitment to public accountability”. The CCB clearly has prioritized public interest. Through the years, the CCB has ensured compliant frontline services for all public offices; it safeguarded the proper management of public affairs which at the end of the day, ensures integrity and accountability in public service. Congratulations, CCB, on your 10th Anniversary and more power! Assistant Commissioner ARIEL G. RONQUILLO CSC Office of the Assistant Commissioner for Legal Concerns Co-Chair, Philippine Civil Service Anniversary Steering Committee Message from the Assistant Commissioner Congratulatory messages from CSC officials
121 For the past ten (10) years, the Contact Center ng Bayan (CCB) has proven to be an effective feedback mechanism of the bureaucracy with a consistent high resolution rate ranging from 98.81% to 100%. True to its mandate, the CCB has served as the main helpdesk for the Filipino public availing the services of the government. The 10 years of the Contact Center ng Bayan is a testimony of how the CSC helped agencies live up to the challenge of raising the bar of public service to satisfy the clients in delivering services ethically with integrity and putting the interest of the public first. Through CCB, we strive to do more to deserve and enjoy the public’s trust and confidence in the government. With our oath in mind, “Pangangalagaan ko ang tiwalang ipinagkaloob ng mamamayan. Maglilingkod ako nang may malasakit, katapatan, at kahusayan na walang kinikilingan” let us always continue exemplifying true public service. Congratulations, CCB! Mabuhay ang Serbisyo Publiko! Actiing Assistant Commissioner KARIN LITZ P. ZERNA CSC Office of the Assistant Commissioner for Special Concerns This year is a milestone as we commemorate the Contact Center ng Bayan’s (CCB) 10 strong years of being the government’s main helpdesk for our citizens. Congratulations to the CCB for being at the forefront in providing information and assistance on government frontline service procedures and receiving report commendations, appreciations, complaints and feedback. The over a million transactions received and acted upon in its first ten years contributes to the initiatives to be more responsive and relevant. Citizens play an important role in achieving good governance- they serve as watchdogs and help shape perceptions of how government delivers services. The government through CCB is frequently reminded to pursue reforms and innovations for a better public service. The CCB reinforces citizens’ belief in government’s competence and intent. With the numerous success stories received from CCB’s clients as published in the CCB website, we can say that the CCB has become a barometer of citizen’s trust in the government. As we celebrate the 10th year of CCB with excellence, my wish is for this coffee table book to serve both as a chronicle of what CCB has so far achieved and as a reminder to all public servants to continue empowering citizens and serve with unwavering commitment to pursue an effective and ethical governance for a better Philippines. Maraming Salamat and Mabuhay, CCB! Acting Executive Director IV VICTORA F. ESBER CSC Civil Service Institute Message from the Acting Assistant Commissioner Message from the Acting Executive Director
122 Through the CCB, the CSC has assumed the nurturing role of parents to the clientswho avail of government services, and to the public servants who provide them.CCB encourages citizens to assert their rights and reminds government service to serve with dispatch and compassion. Thank you CSC, for giving a face to ACCOUNTABILITY. Acting Director IV ELNORA GOTIS CSC Internal Audit Service The Contact Center ng Bayan monitors accomplishment of complaints resolution and referral rates as part of the CSC’s Program Expenditure Classification (PREXC) targets, in partnership with the Office for Strategy Management. The Contact Center ng Bayan works closely with the Internal Audit Service in the regular monitoring of customer feedback on CSC services. Kudos to the Contact Center ng Bayan on its 10th year! With your remarkable feat in attending to more than one million concerns of our clients, we look forward to a stronger and better CCB. Thank you for being at the forefront of serving our clients and their needs. Truly the CCB’s work gives credence to the value of Malasakit, which is the very heart of CSC’s mission of Gawing Lingkod Bayani ang Bawat Kawani. We fervently pray for the CCB’s continued success especially in the midst of numerous challenges our country is going through. As always, let the CCB be that bridge of inspiration and hope between the government and the public we serve. Mabuhay po kayo! Director IV HELENE GRACE T. RAMOS CSC Office for Strategy Management Congratulatory messages from CSC officials representing the Central Office
123 CSC National Capital Region has the highest number of CCB referrals acted upon throughout the years. For CSC Luzon cluster (excluding CSC NCR), the CSC Regional Office IV has the highest number of CCB referrals acted upon throughout the years. As the CSC’s feedback mechanism becomes more accessible to the public, the role of the CCB has become more crucial and defined. CSC Regional Office IV and its Field Offices remain committed to support CCB by strengthening partnerships with agencies under its jurisdiction toward prompt and responsive action on client concerns. Director IV MARIA LETICIA G. REYNA CSC Regional Office IV Congratulatory messages from CSC officials representing the Regional Offices For the past 10 years, the Contact Center ng Bayan (CCB) has been and still is a significant and essential client experience platform. Not only did we hit a milestone as we mark a decade, we have also defined and set the standards for what an excellent public service delivery is all about. We can’t help but be excited for the next BIG thing in the coming years. Director IV JUDITH DONGALLO-CHICANO CSC National Capital Region
124 It has already been ten years since the Civil Service Commission launched the feedback mechanism for the government dubbed as “Contact Center ng Bayan” (CCB). With CCB the transacting public were provided with a tool by which they can send reports, complaints, concerns and experiences with the government office they have transacted with. In a region where freedom of the press is very much alive, the CCB was very much felt. There was a time that the tri-media (print, TV, and radio) asked information on a regular basis regarding the agencies most complained of. The said information was also released by the media on their own accord. This Regional Office is also a witness to the journey of the CCB. For the first few years, we are only receiving complaints but years later the customers are already in to giving feedback and we start to receive commendations and positive feedback of the services of the government under our jurisdiction. The receiving of these feedback is also matched with the CSC’s ability to handle and resolve the concerns. For CSC RO VII, the CCB is a very important tool for the CSC to assist government agencies improve its services. As the central HR of the government this is also a very good means to introduce learning and developmental interventions for the government agencies. Congratulations to the CSC and to the CCB for its 10th anniversary. Director IV CARLOS A. EVANGELISTA CSC Regional Office VII Congratulatory messages from CSC officials representing the Regional Offices Feedback lies at the heart of communication between the government and the public it serves. No doubt our CSC Contact Center ng Bayan (CCB) has effectively provided the mechanism by which our customers can voice their concerns. At the regional level, we have witnessed how a decade of CCB’s significant contributions, by acting as a conduit between customers and government agencies for assistance; or grievances; or simply to report an appreciation, has contributed to the improvement of government offices’ systems of service delivery to the people. This decade of CCB’s empowering leadership in the implementation of Republic Act No. 11032 or the Ease of Doing Business and Efficient Government Service Delivery Act of 2018, has sent a strong message that we are not just taking our customer’s feedback seriously, we are doing something about it! CSC Familia Trese takes pride in this significant milestone that our CCB has achieved. And while we celebrate in the knowledge that our CCB will continue to be an instrument for building up public trust, WE will work harder in order to uphold that trust whether in the grind of the day to day or in difficult times. Backed up by a strong sense of mission for transforming every government employee into a servant hero, no doubt we can. To more years of meaningful CCB existence! More power! Director IV WINSTON L. PLAZA CSC Caraga For CSC Visayas cluster, the CSC Regional Office VI has the highest number of CCB referrals acted upon throughout the years. For CSC Mindanao cluster, the CSC Caraga has the highest number of CCB referrals acted upon throughout the years.
125 CSC’s top management and directors gather for a strategic planning session in November 2022 to lay down priorities in core processes, one of which is public assistance.
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127 With the increase in the number of received transactions in 2020, hiring and training of new agents were done to contribute to strategic planning, operations, and communications to address the increasing number of feedback received from the public especially in this pandemic. The CCB Team endeavors to sustain creation of weekly content for social cards for FB posting; enhancement of CCB website for increased engagement; sending of letter-requests to government agencies and 200 embassies/consulates worldwide for them to include the CCB contact details on their Citizen’s Charter, as well as promotion and the use of the facility by posting the CCB information materials on their social media accounts; publication of CCB coffee table book celebrating its ten years of operation; and consistent follow/up engagements with Bilis Aksyon Partners/Focal person to sustain the CCB’s high resolution rate. CHAPTER 8 Future-Proofing the Contact Center ng Bayan
128 On its tenth year and beyond, the CCB is envisioned to become a future-proof, technology-driven, top-of-mind government contact center facility that sustainably meets customer expectations and desired results. The fulfillment of this vision shall support government agencies in providing citizen-centric, responsive, reliable, transparent services through improved systems, processes, and procedures that are anchored on principles of excellent customer experience and public service delivery effectiveness and efficiency. To strengthen the CCB, several strategies need to be performed. Top priority of this is the upgrading of the CCB’s infrastructure to be compliant with contact center standards for effective public feedback management. The CCB shall also ensure the use of public feedback interpretation and analysis results for government agency service delivery and performance improvements by agency Committee on Anti-Red Tape (CART). Further, the CCB workforce shall be honed to be agile and future-ready thereby optimizing their potential, capability, and capacity for public service continuity. Government agencies shall also be provided with customer feedback interpretation and analysis results for them to properly identify the appropriate learning and development initiatives/ interventions needed by the employees within their respective agencies. The CCB shall also continue to foster partnerships and collaboration with government agencies through the implementation of the CCB’s monitoring and evaluation program as part of the CCB expansion beyond ten years. There will also be an established monitoring and evaluation protocols in order to enhance operational effectiveness, strategy execution, and sustainability. Lastly, the CCB shall endeavour to continuously and consistently recognize government agency partners in the resolution of transactions and streamlining of processes on the basis of feedback received. Future-Proofing the Contact Center ng Bayan Future-Proofing the Contact Center ng Bayan
129 The customer feedback mechanism will only be effective if public feedback is handled well in order to aid the government in improving its services toward making sound decisions. The CCB Project Roadmap is anchored on the combination of principles and perspectives of development management and good governance. The government sees and recognizes the need to change the system and one can only do that through a thorough assessment of public feedback or what the people say. This gives government the direction on how we should do things and the reasons behind it. In the end, public feedback does not lose its value because the government is doing something that gives actual value to public feedback. The CCB Roadmap from 2022 Onward shows the trajectory and presents a bird’s eye view of the strategic plan in order to continuously sustain the gains of the CCB project since its inception ten years ago. The roadmap is anchored on five (5) key elements: (1) Need, (2) Tool, (3) Activities/Processes, (4) Output, and (5) Outcome. The CCB Roadmap: 2022 Onward Future-Proofing the Contact Center ng Bayan
130 The CCB customer feedback process framework shows the never-ending feedback process cycle involved in improving the delivery of government services to achieve the desired results: Customer Satisfaction and Public Service Excellence. This enhanced CCB feedback process cycle shows that public feedback is valued and utilized for the purpose of improving government service delivery. To ensure government’s customer feedback efficiency and responsiveness, the cycle begins with public feedback lodged by the customers of government services. This feedback is then collated into a CCB report on government agency performance through the following process: data review and analysis— which highly involves data mining, extraction, and cleaning—to come up with CCB recommendations for public service delivery improvement. Once the reports are generated, the CCB shall then communicate its results to government agencies for appropriate action and response. In the crafting and determination of the government agency/office appropriate response to the report, they should consider undergoing a technical process that involves re-engineering of their systems, processes, and procedures. Only then can government agencies introduce innovations for excellent public service delivery and meet high levels of customer satisfaction. In the whole process, the CCB shall subject to Monitoring and Evaluation government agency/office’s service delivery improvements through the CCB Monitoring & Evaluation program. Government agencies and individuals may be nominated to recognition programs for successfully introducing and implementing service delivery improvements to meet and answer the needs and demands of their respective clients. Their best practices will also be shared for other agencies to emulate. At the end of the cycle, customer satisfaction will be determined and public service excellence is achieved, the feedback process cycle is completed—only to commence again. The framework on the next page illustrates this cycle. Using Client Feedback for Process Improvements Future-Proofing the Contact Center ng Bayan
131 The CCB Customer Feedback Process Framework Customer Satisfaction Public Service Excellence
132 The CCB operational framework is anchored on the principle of government effectiveness and efficiency in addressing customer feedback combined with the perspective of placing the citizen/customer at the heart of the customer feedback process (citizen-centric). The framework shows the convergence and expansion of the (1) CCB roadmap and (2) CCB Customer Feedback Process Framework to portray the continuous customer feedback process cycle in order to achieve the desired results – Customer Satisfaction and Public Service Excellence. For the framework to be effective and efficient, simultaneous conduct of activities involving the CCB regular operations, marketing and promotions, and learning and development should be conducted. The CCB shall also simultaneously implement the Monitoring and Evaluation (M&E) component as part of its efforts to determine the (1) extent of and assess if the project and its provided interventions both at the facility and government agency-levels have met the objectives and (2) determine the sustainability, effectiveness, and efficiency of government agency/office responses to customer feedback. Once the M&E component is completed, the CCB shall then recognize government agencies for successfully and meritoriously completing the whole customer feedback process. The CCB shall endeavor to recognize government agencies which have consistently and continually met the desired results of the whole customer feedback process through introducing, implementing, and sustaining service delivery improvements to meet and answer the needs and demands of their respective clients. The CCB operation framework process is illustrated through a framework on the next page. Monitoring and Evaluation as Major Component of Public Assistance and Feedback Processing Future-Proofing the Contact Center ng Bayan
133 CCB Operational Framework Anchored on Effectiveness and Efficiency of Government Response to Customer Feedback Adopted from the Development Academy of the Philippines’ Capstone Project entitled “Ensuring Government’s Customer Feedback Efficiency and Responsiveness Through an Institutionalized Feedback Monitoring and Evaluation Program” of John Vincent V. Cardenas with the guidance and mentorship of Director IV Maria Luisa Salonga-Agamata, PhD, CESO V and assistance of the CCB-CSC Capstone Project Implementation Team.
134 The CCB is gearing for the institutionalization of its monitoring and evaluation (M&E) program in order to enhance operational effectiveness, strategy execution, and sustainability. In the course of the performance of its regular functions, the implementation of the M&E program shall serve as part of its efforts to determine the extent of and assess if the CCB project and its provided interventions both at the facility and government agency-levels have met the objectives and desired goals. The implementation of the M&E program is also a way of determining the sustainability, effectiveness, and efficiency of government agency responses to customer feedback as referred by the CCB. The CCB’s M&E Program is composed of the following: a. CCB Data Review and Analysis of Public Feedback and Government Agency/Office Responses to Public Feedback The CCB will review all gathered public feedback and cross-reference this to the government agency response. Public feedback will then be processed through data mining, data extraction, data cleaning, and shall thereafter undergo data analysis. b. CCB Annual Report on Agency Performance - Recommendations for Public Service Delivery Improvement Once the CCB public feedback data is processed, the CCB shall then craft a report on agency performance, which shall then be distributed to government agencies/offices to serve as reference in introducing public service delivery improvements. c. Government Agency/Office Re-engineering of Systems, Processes, and Procedures Government agencies/offices shall then undergo re-engineering of their systems, processes, and procedures through the following activities and processes: • Time and motion studies • Cost compliance analysis • Regulatory impact assessment • Whole of government approach • Design thinking process d. Government Agency/Office Introduction of Innovations/Improvements for Excellent Public Service Delivery Upon completion of the re-engineering processes, an agency shall then be ready to introduce innovations and improvements in the delivery of their services, address sources of client dissatisfaction, prevent the recurrent negative feedback. e. CCB Monitoring and Evaluation of Government Agency/Office Service Delivery Improvements The CCB shall then throughout the whole process monitor and evaluate the progress of government agency action/s to address public feedback toward the achievement of excellent delivery of public services. The CCB’s Monitoring and Evaluation (M&E) Program
135 The CCB will also provide government agencies with an annual report on Government Agency Performance (CCB-RGAP) at the end of each year. The report shall contain CCB data and in-depth discussion on feedback received by the facility to help government agencies assess their strengths and weaknesses in terms of customer relations. CCB Report on Government Agency Performance (RGAP) Based on the CCB reports, government agencies shall be required to submit to CSC a monitoring and evaluation (M&E) report (CCB MERT). The report shall contain agency action/s on CCB-reported concerns, including its response to areas of improvement identified by its clients. The goal is to prevent repeated or recurring negative feedback from the public on particular aspects of an agency’s services. This shall also serve as the CCB’s way of assessing if public feedback on the quality of service delivery of government agencies/offices is addressed, provided action, and valued. The CCB MERT shall serve as an integral part of the M&E Program in consideration of compliance to Memorandum Circular No. 2022-1 dated 24 March, 2022 – “Guidelines on the Grant of the Performance-based Bonus (PBB) for Fiscal Year 2022 Under Executive Order (EO) No. 80, s. 2012 and EO No. 201, s. 2016” as issued by the Inter-Agency Task Force on the Harmonization of National Government Performance Monitoring, Information and Reporting Systems. Further, the MERT shall form part of the agency compliance to the requirements of the PBB and this shall be attached to the concerned Citizen/Client Satisfaction Result (CCSR) agency report which shall be submitted to the AO25 Task Force as part of the CSC’s CCB M&E of the PBB-enrolled agencies’ compliance to the PBB requirements. The CCB MERT shall be distributed to government agencies/offices as an attachment to the CCB Report on Government Agency Performance at the end of the year. Government agencies will be reminded of the provisions and requirements stipulated under RA No. 11032. CCB Monitoring and Evaluation Reporting Template (MERT) Figure. The CSC Contact Center ng Bayan Monitoring and Evaluation Reporting Template (MERT) CIVIL SERVICE COMMISSION CONTACT CENTER NG BAYAN Monitoring and Evaluation Reporting Template for Government Agencies ŐĞŶĐLJͬĞƉĂƌƚŵĞŶƚͬƵƌĞĂƵ͗ KĨĨŝĐĞ͗ hŶŝƚͬŝǀŝƐŝŽŶ͗ # CUSTOMER FEEDBACK/ RECOMMENDATIONS / SUGGESTIONS FOR IMPROVEMENT Root Cause Analysis (RCA) of the Feedback AGENCY/OFFICE ACTION/s (TO BE FILLED-UP BY THE CONCERNED AGENCY/OFFICE) Plan Actual Level of Effectiveness (5,4,3,2,1) Mode/s of Verification Office/s and Person/s Remarks Responsible Activities Level of Impact (H,M,L) Date (mm/dd/year) Activities Date (mm/dd/year) Results 1 2 3 4 5 Signature Name Position mm/dd/year Signature Name Position mm/dd/year Signature Name Position mm/dd/year Prepared Date Reviewed Date Approved Date
136 Future-Proofing CCB agents continue to hold strategic and operations planning sessions, onboarding programs (for new agen
137 the CCB Workforce nts), monitoring and evaluation, stress debriefing, and other HR interventions to hone an agile and future-ready workforce.
138 AUSTRIA EMBASSY OF THE PHILIPPINES Donau-City-Strasse 11, ARES Tower, Wien, Austria CHINA PHILIPPINE CONSULATE GENERAL, CHONGQING Unit 2903-05 Metropolitan Tower, 68 Zourong Road, Yuzhong District, Chongqing 400010 People’s Republic of China INDONESIA EMBASSY OF THE PHILIPPINES Jl. Imam Bonjol No. 8 Menteng, Jakarta Pusat, Jakarta, Indonesia, Jakarta ITALY EMBASSY OF THE PHILIPPINES Via Aurelia 290A, Rome, Italy, Rome, Italy JAPAN PHILIPPINE CONSULATE GENERAL, NAGOYA CITY 4/F, Century Toyota Bldg. 4-9-8 Meieki, Nakamura-ku, Nagoya City, 450-8575, Japan SOUTH KOREA EMBASSY OF THE PHILIPPINES, SEOUL 5-1 Itaewon-2 dong, Yongsan-Gu Seoul 140-200, REPUBLIC OF KOREA UNITED STATES OF AMERICA EMBASSY OF THE REPUBLIC OF THE PHILIPPINES, WASHINGTON D.C. 1600 Massachusetts Avenue NW, Washington, D.C. 20036, U.S.A. Global partners: Philippine Embassies and Consulates that partnered with CCB in posting information materials about the facility for reference of Filipinos abroad
139 The CCB acknowledges the following government offices which posted CCB infographics on their websites and social media platforms NATIONAL GOVERNMENT AGENCIES Commission on Audit (COA) Office of the Ombudsman Commission on Human Rights (CHR) Department of Education (DepEd) Department of Energy (DOE) Department of Finance (DOF) Department of Health (DOH) Department of Information and Communications Technology (DICT) Department of Labor and Employment (DOLE) Department of Science and Technology (DOST) Department of Social Welfare and Development (DSWD) Department of Tourism (DOT) Department of Trade and Industry (DTI) Department of Transportation (DOTr) Authority of the Freeport Area of Bataan (AFAB) Bangko Sentral ng Pilipinas (BSP) Bases Convertion and Development Authority (BCDA) Cagayan Economic Zone Authority (CEZA) Credit Information Corporation (CIC) Duty Free Philippines Corporation (DFPC) Home Development Mutual Fund (HDMF) Laguna Lake Development Authority (LLDA) Land Bank of the Philippines (LBP) Local Water Utilities Administration (LWUA) Mactan-Cebu International Airport Authority Metropolitan Waterworks and Sewerage System (MWSS) – Corporate Office National Dairy Authority (NDA) National Electrification Administration (NEA) National Home Mortgage Finance Corporation (NHMFC) National Irrigation Administration (NIA) National Kidney and Transplant Institute (NKTI) National Power Corporation (NAPOCOR) National Tobacco Administration (NTA) National Transmission Corporation (TransCo) Philippine Charity Sweepstakes Office (PCSO) Philippine National Oil Company (PNOC) Social Security System (SSS) Tourism Promotions Board (TBP) Zamboanga City Special Economic Zone Authority & Freeport (ZamboEcozone) Metropolitan Manila Development Authority (MMDA) Dangerous Drugs Board (DDB) Department of Human Settlements and Urban Development (DHSUD) National Anti-Poverty Commission (NAPC) National Library of the Philippines (NLP) National Commission on Indigenous Peoples (NCIP) Philippine Commission on Women (PCW) Philippine Drug Enforcement Agency (PDEA) Fertilizer and Pesticide Authority (FPA) Philippine Council for Agriculture and Fisheries Mines and Geosciences Bureau (MGB) Palawan Council for Sustainable Development Bureau of Customs (BOC) Commission of Population and Development (POPCOM) “Amang” Rodriguez Memorial Medical Center (ARMMC) National Center for Mental Health (NCMH) National Kidney and Transplant Institute (NKTI) Local Government Academy (LGA) Philippine Public Safety College (PPSC) Bureau of Corrections (BuCor) National Labor Relations Commission (NLRC) National Wages and Productivity Commission (NWPC) Professional Regulation Commission (PRC) Technical Education and Skills Development Authority (TESDA) Office of Civil Defense Philippine Veterans Affairs Office (PVAO) Philippine Institute of Volcanology and Seismology (PHIVOLCS) National Youth Commission Intramuros Administration National Parks Development Committee Civil Aeronautics Board (CAB) Philippine Coast Guard (PCG)
140 Philippine Ports Authority (PPA) Philippine Statistics Authority (PSA) Public-Private Partnership Center of the Philippines Philippines Statistical Research and Training Institute Philippine Competition Commission (PHCC) National Privacy Commission (NPC) National Research Council of the Philippines Forest Products Research and Development Institute Industrial Technology Development Institute Philippine Nuclear Research Institute Philippine Council For Agriculture, Aquatic, and Natural Resources Research and Development Philippine Institute of Volcanology and Seismology Philippine Science High School System Inter-Country Adoption Board Juvenile Justice and Welfare Council Government Procurement Policy Board-Technical Support Office Philippine Space Agency University of the Philippines – Philippine General Hospital (UP-PGH) PROVINCIAL GOVERNMENT OFFICES AND LOCAL GOVERNMENT UNITS NCR City Government of Las Piñas City Government of Manila City Government of Marikina City Government of Muntinlupa City Government of Pasay City Government of Quezon REGION I Provincial Government of La Union Provincial Government of Pangasinan Municipality of Solsona Municipality of Dingras Municipal Government of Suyo Municipal Government of Tagudin City Government of San Fernando Municipal Government of Bacnotan Municipal Government of Balaoan Municipal Government of Naguilian Municipal Government of Pugo City Government of Alaminos Municipal Government of Basista Municipal Government of Bawyambang Municipal Government of Asingan REGION II Municipal Government of Dupax Del Norte Municipal Government of Gamu Municipal Government of San Guillermo REGION III Municipal Government of Dingalan Provincial Government of Aurora Municipal Government of Dinalupihan Municipal Government of Pulilan City Government of San Fernando Municipal Government of Bongabon REGION IV City Government of Batangas City Government of Santa Rosa Provincial Government of Batangas Provincial Government of Laguna Municipal Government of Lumban REGION V Provincial Government of Camarines Norte Municipal Government of Tiwi Municipal Government of Baao Municipal Government of Irosin Municipal Government of Pilar City Government of Bacolod REGION VI City Government of Bago City Government of Bacolod City Government of San Carlos Municipal Government of Kalibo Municipal Government of Valderrama City Government of Victorias REGION VII Municipal Government of Sevilla Municipal Government of Trinidad Municipal Government of Consolacion City Government of Tanjay
141 REGION VIII City Government of Catbalogan REGION IX Municipal Government of Titay REGION X City Government of Malaybalay City Government of Valencia Municipal Government of Sagay Municipal Government of Salay Municipal Government of Pangantucan REGION XI Municipal Government of New Corella City Government of Davao Provincial Government of Davao Oriental REGION XII Provincial Government of Cotabato Provincial Government of South Cotabato Municipal Government of Tupi City Government of General Santos City Government of Tacurong Municipal Government of Alamada Municipal Government of Libungan Municipal Government of M’lang Municipal Government of Pigcawayan CARAGA Municipal Government of Malimono City Government of Bislig CAR Municipal Government of Luna Municipal Government of Bokod Municipal Government of Mankayan Municipal Government of Hingyon Municipal Government of Lamut Municipal Government of Bontoc Municipal Government of Natonin BARMM Provincial Government of Lanao Del Sur Municipal Government of Lumba-Bayabao Municipal Government of South Upi CCB is featured on government agencies’ websites.
142 CCB is featured on government agencies’ websites.
143 Presenting the CCB commemorative coffee table book to the Commission and other CSC officials during the Isang Dekada ng Paglilingkod exhibit opening CCB Program Manager and PAIO Director IV Maria Luisa Salonga-Agamata (7th from L) presents the commemorative coffee table book entitled CCB: Isang Dekada ng Paglilingkod to CSC Chairperson Karlo A. B. Nograles (6th from L), Commissioner Aileen Lourdes A. Lizada (attending virtually), and Commissioner Ryan Alvin R. Acosta (5th from L). Joining them are (L-R) CSC Human Resource Relations Office (HRRO) Director III Krunimar Antonio D. Escudero III and Director IV Ma. Theresa C. Fernandez, Acting Executive Director IV Victoria F. Esber, Assistant Commissioner for Special Concerns Karin Litz P. Zerna, Assistant Commissioner for Legal Concerns Ariel G. Ronquillo, CSC Integrated Records Management Office Director IV Noreen Boots Gocon-Gragasin and Acting Director III Jilven T. Amar, CSC Office for Financial and Assets Management Acting Director IV Maria Victoria M. Salazar, and PAIO Acting Director III Fiaberna U. Salumbides.
144 The Philippine Development Plan (PDP) is published by the National Economic Development Authority to show the strategic priorities of the nation. For the PDP 2023-2028, the Contact Center ng Bayan is included under Chapter 14, Strategy Outcome 2 as a major mechanism enabling “public feedback loops.” The next page shows the content of page 325 of the PDP.
145 Source: https://pdp.neda.gov.ph/wp-content/uploads/2022/12/Chapter-14.pdf Part IV: Enabling Environment Chapter 14: Practice Good Governance and Improve Bureaucratic Efficiency Strategy Outcome 2: Public accountability and integrity bolstered Enhance public feedback loops Effective feedback loops provide precise and timely responses to citizens’ demands. Thus, enhancing these loops presents a transformative potential for social accountability and improving citizens’ trust and confidence in government. To operationalize this strategy, the government will ensure the functionality, efficiency, and effectiveness of helplines, hotlines, and helpdesks outlined in existing laws. At the national level, the monitoring of citizen reports will be improved through the EODB and EGSD Acts, the Anti-Red Tape Authority’s (ARTA) Harmonized Client Satisfaction Measurement, the Civil Service Commission’s (CSC) Contact Center ng Bayan, and people’s feedback mechanisms required in national agency websites. The Civil Service Commission’s Contact Center ng Bayan is included in the Philippine Development Plan 2023-2028 or the Philippines’ Medium Term Development Program (MTDP) under the administration of President Ferdinand R. Marcos Jr.
146 The members of the Commission together with the Contact Center ng Bayan Program Management Team of the Public Assistance and Information Office CSC Chairperson Karlo A. B. Nograles (1st row, 4th from L), CSC Commissioner Aileen Lourdes A. Lizada (1st row, 5th from L), and CSC Commissioner Ryan Alvin R. Acosta (6th from L) pose with the Contact Center ng Bayan team lead by CSC Public Assistance and Information Office Director IV Maria Luisa Salonga-Agamata (3rd from L) and Acting Director III Fiaberna U. Salumbides (2nd from L).
147 Coming together is a beginning, keeping together is progress; working together is success. -Henry Ford
148 The Civil Service Commission’s Contact Center ng Bayan acknowledges with gratitude the decade-long full support of the Commission, and its CSC Central, Regional, and Field Offices nationwide.
149 Central Office Directory Regional Offices Directory REGION 1 - https://www.csc.gov.ph/regional-offices/region-i/directory REGION 2 - https://www.csc.gov.ph/regional-offices/region-ii/directory REGION 3 - https://www.csc.gov.ph/regional-offices/region-iii/directory REGION 4 - https://www.csc.gov.ph/regional-offices/region-iv/directory REGION 5 - https://www.csc.gov.ph/regional-offices/region-v/directory REGION 6 - https://www.csc.gov.ph/regional-offices/region-vi/directory REGION 7 - https://www.csc.gov.ph/regional-offices/region-vii/directory REGION 8 - https://www.csc.gov.ph/regional-offices/region-viii/directory REGION 9 - https://www.csc.gov.ph/regional-offices/region-ix/directory REGION 10 - https://www.csc.gov.ph/regional-offices/region-x/directory REGION 11 - https://www.csc.gov.ph/regional-offices/region-xi/directory REGION 12 - https://www.csc.gov.ph/regional-offices/region-xii/directory NCR - https://www.csc.gov.ph/regional-offices/ncr/directory CAR - https://www.csc.gov.ph/regional-offices/car/directory CARAGA- https://www.csc.gov.ph/regional-offices/caraga/directory BARMM - https://www.csc.gov.ph/regional-offices/barmm/directory
150 CCB: Isang Dekada ng Paglilingkod On its tenth year, the Contact Center Ng Bayan (CCB) aspires to help achieve a high trust citizenry in the government, increase government and public integrity, improve ease of doing business, deliver efficient government services, and institutionalize the value of “Malasakit”. With the continuous ten years recognition of the transacting public that the CCB is the primary and go to feedback facility of the government, it is further envisioned to sustain its status and position at the forefront of improving government services, increasing customer satisfaction, improving transparency of government services, and continuously upholding government workers more accountable and responsible. From hereto and beyond, the CCB will expand its reach, continuously improve its services, and untiringly serve the Filipinos. We are here to stay. -The CSC’s Contact Center ng Bayan