Effectivity of the No Noon Break Policy Implementation among DOSCST Students

Guang-guang, Dahican, City of Mati, Davao Oriental

____________________

A Research Paper

Presented to Prof. Eliseo F. Huesca Jr.

Davao Oriental State College of Science and Technology

Mati City

____________________

As Part of the Requirements

for the Course – English 5 (Basic Research)

____________________

John Rey R. Codilla

Eryel L. Comania

Jay-ar R. Genardino

Floyd Redulla

Joirey B. Sumimba

June, 2014

TABLE OF CONTENTS

Page

Title Page i

Table of Contents ii

List of Figures, Graphs and Tables iii

Acknowledgement v

Chapter I. Introduction

Background and Rationale of the Study 1

Statement of the Problem 3

Objectives of the Study 4

Significance of the Study 4

Scope and Limitation of the Study 5

Definition of Terms 5

Conceptual Framework 7

Chapter II. Review of Related Literature 8

Chapter III. Methodology

Research Design 14

Target Population, Sampling Procedures and Data Collection 14

Data Processing and Data Analysis Plan 15

Discussion 17

Chapter IV. Summary, Conclusion and Recommendation

Summary and Conclusion 29

Recommendation 30

Chapter V. Bibliography or References 31

Chapter VI. Appendixes

Research Instruments/Materials 32

Schedule of Activities 39

Budgetary Requirements 39

Curriculum Vitae 40

List of Figures, Tables and Graphs

Page

Figure 1: Diagram showing the origin of the NO NOON BREAK

POLICY, the DOSCST offices and students as primary clients 7

Figure 2: Map of the Study Site14

Table 1: List of DOSCST Offices and Departments 15

Graph 1: Number of Respondents in every department 16

Table 2: Results of the performance of the DOSCST Offices on the No

Noon Break Policy 17

Graph 2: Distribution of the results obtained from the survey 18

Table 3: Results obtained from the BMD students 18

Graph 3: Distribution of the BMD’s performance on the No Noon Break

Policy 19

Table 4: Results obtained from the CRSD students 19

Graph 4: Distribution of the CRSD’s performance on the No Noon Break

Policy 20

Table 5: Results obtained from the ETD students 20

Graph 5: Distribution of the ETD’s performance on the No Noon Break

Policy 21

Table 6: Results obtained from the ETeTD students 21

Graph 6: Distribution of the ETeTD’s performance on the No Noon Break

Policy 22

Table 7: Results obtained from the IARD students 22

Graph 7: Distribution of the IARD’s performance on the No Noon Break

Policy 23

Table 8: Results obtained from the ICSD students 23

Graph 8: Distribution of the ICSD’s performance on the No Noon Break

Policy 24

Table 9: Results obtained from the INHC students 24

Graph 9: Distribution of the INHC’s performance on the No Noon Break

Policy 25

Table 10: Results obtained from the MNSD students 25

Graph 10: Distribution of the MNSD’s performance on the No Noon Break

Policy 26

Table 11: Results obtained from the SSHD students 26

Graph 11: Distribution of the SSHD’s performance on the No Noon Break

Policy 27

Table 12: Best and least performed Offices on the No Noon Break

Policy 28

ACKNOWLEDGEMENT

Our research team would like to thank the people whose behind the success of this

project. First, to our parents whose support is immeasurable throughout the research days

both moral and financial support.

Also, to our classmates for cooperating for the goodness of this study together with

those students of different departments who lent their time in answering the

questionnaires and played the crucial part of this study as our respondents.

To Mr. Eliseo Huesca Jr. for his patience and time in checking our work, for inspiring

us by his experiences in doing his researches and for the knowledge he instilled to us.

Above all, to the God Almighty for providing all the things that we need.

-JRC, ELC, JRG, FR, JBS

Chapter I

Introduction

I.A. Background and Rationale of the Study

Citizens of the Philippines are now in a sense more endowed as access to almost any

kind of information lies at their fingertips. According to Corazon Alma de Leon, the former

chairman of the Philippine Civil Service Commission, this new found sense of

empowerment has turned to a more demanding public. People no longer contented with

what are good enough. People want more for the worth of every cent of their stiff-earned

money. The same is true with the taxes they pay. They clamor for better education, better

public works and highways, better health services, better law enforcement, better judicial

system, and the like.

This increasing need of improvement on the workings of public institutions has

pushed leaders, administrators and policy makers to turn back and search for solutions. To

satisfy the increasing demand for better public services when it is loaded with useless

organizational baggage that had gathered throughout the years, the government

implemented the Republic Act No. 9485 which 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 therefor. This act shall be known as the “Anti-Red Tape

Act of 2007” (RA 9485, Sec. 1, 2007).

It is hereby declared the policy of the State to promote integrity, accountability,

proper management of public affairs and public property as well as to establish effective

practices aimed at the prevention of graft and corruption in government. Towards this end,

the State shall maintain honesty and responsibility among its public officials and

employees, and shall take appropriate measures to promote transparency in each agency

with regard to the manner of transacting with the public, which shall encompass a program

for the adoption of simplified procedures that will reduce red tape and expedite

transactions in government (RA 9485, Section 2, 2007).

This act shall apply to all government offices and agencies including local

government units and government-owned or controlled corporations that provide

frontline services as defined in this Act. Those performing judicial, quasi-judicial and

legislative functions are excluded from the coverage of this act (RA 9485, Section 3, 2007).

Since Davao Oriental State College of Science and Technology (DOSCST) is a

government institution, this college is covered in the implementation of the said act. It is

believed that the Republic Act 9485 through the Civil Service Commission sent the

Memorandum Circular No. 12 s. 2008 subjected on the Republic Act 9485 and its

implementing rules and regulations to all heads of constitutional bodies; departments,

bureaus and agencies of the national government; local government units; government

owned and controlled corporations with original charter; and state universities and

colleges.

Article II, Section 27 of the Constitution provides that the State shall maintain

honesty and integrity in the public service and shall take positive and effective measures

against graft and corruption. There is an urgent need to establish an effective system that

will eliminate bureaucratic red tape, avert graft and corrupt practices and improve the

efficiency of delivery of government frontline services. In response to the urgent need to

eliminate red tape and improve frontline service delivery, the Thirteenth Congress enacted

the Republic Act No. 9485, otherwise known as the “Anti-Red Tape Act of 2007” on June 2,

2007.

I.B. Statement of the Problem

Davao Oriental State College of Science and Technology has reached the standard

and is now a cut above the average. Experiences show that the DOSCST started to

implement in the college the said Act and its implementing rules and regulations, but the

problem is, are the office personnel practice and exercise well their part as service

providers?

Section VI of the Republic Act 9485 stated that all government agencies including

departments, bureaus, offices, instrumentalities, or government-owned and/or controlled

corporations, or local government or district units shall set up their respective service

standards to be known as the Citizen’s Charter. It is observed that the DOSCST follows this

section.

But, this study seeks to determine the effectivity of the NO NOON BREAK POLICY in

DOSCST among its students. Observations show that not all offices are open during the

lunch break and most probably students as primary clients are given the least opportunity

to address their concerns and transact their business. Rule VI, Section III of the Resolution

No. 081471 of the Civil Service Commission stressed that heads of offices and agencies

which render frontline services shall adopt appropriate working schedules to ensure that

all clients who are within their premises prior to the end of official working hours are

attended to and served even during lunch break and after regular working hours. Offices

and agencies may consider providing frontline services as early as seven (7) in the morning

until as late as seven (7) in the evening to adequately attend to clients. The frontline

services must at all times be complemented with adequate staff by adopting mechanisms

such as rotation system among office personnel, sliding flexitime, reliever system,

especially in peak times of transactions, or providing skeletal personnel during lunch and

snack time.

I.C. Objectives of the Study

This study generally aims to determine the effectivity of the NO NOON BREAK

POLICY implementation among the Davao Oriental State College of Science and Technology

(DOSCST) students.

Specific Objectives:

1. To determine the DOSCST students’ observations to the DOSCST frontline and

department offices in its performance on the implementation of the NO NOON

BREAK POLICY; and

2. To identify the best and the least performed DOSCST offices of the NO NOON

BREAK POLICY.

I.D. Significance of the Study

The results of this study can provide baseline information regarding the effectivity

of the implementation of the NO NOON BREAK POLICY in the Davao Oriental State College

of Science and Technology. Students are given the chance that their voice be heard and rate

the offices regarding its performance on the NO NOON BREAK POLICY implementation. The

researchers believe that this study has a great significance in imparting such knowledge

and information to the DOSCST Administration. The DOSCST Administration may use the

results of this study as basis for the development in terms of the services the school offers.

I.E. Scope and Limitation of the Study

The study is focused on the effectivity of the NO NOON BREAK POLICY

implementation among DOSCST students. The DOSCST students, as primary clients, are the

main source of the information needed to get the desired output; they are to answer

questions through the use of questionnaires. The best and the least performed DOSCST

offices on the implementation of the NO NOON BREAK POLICY will also be analyzed.

I.F. Definition of Terms

The following terms were defined according to how it will be used in the

study.

DOSCST – refers to the Davao Oriental State College of Science and Technology.

OP – refers to the Office of the President.

VPAAO – refers to the Vice President for Academic Affairs Office.

VPASO – refers to the Vice President for Administrative Services Office.

ODI – refers to the Office of the Director of Instruction.

HRMO – refers to the Human Resource Management Office.

QAO – refers to the Quality Assurance Office

ODSSA – refers to the Office of the Director for Student Services and Affairs.

GCTC – refers to the Guidance Counseling and Testing Center.

FASST – refers to the office of the Financial Assistance, Student Scholarship and

Assistanship.

R & E – refers to the Research and Extension.

OCBS – refers to the Office of the College Board/Secretary.

ETeTD – refers to the Education and Teachers Training Department.

ETD – refers to the Engineering and Technology Department.

CRSD – refers to the Criminology and Related Sciences Department.

SSHD – refers to the Social Sciences and Humanities Department.

INHC – refers to the Institute of Nursing and Health Care.

MNSD – refers to the Mathematics and Natural Sciences Department.

IARD – refers to the Institute of Agriculture and Rural Development.

BMD – refers to the Business and Management Department.

Republic Act No. 9485

(Anti-Red Tape Act of 2007)Sec. 8 Accessing

Frontline ServicesCivil Service Commission

DOSCST

ICSD – refers to the Information and Computer Sciences Department.

I.G. Conceptual Framework

OP

Registrar

HRMO

Accounting & Budget Cashier

Graduate School

VPAAO VPASO

ODSSA

OCBS

QAO

GCTC FASST

Supply R&E

LibraryODI

Clinic

STUDENTS

ETetD ETD CRSD SSHD INHC MNSD

Article II, Section 27

of the

1987 Constitution

Chapter II

Review of Related Literature

Red Tape

Ronald B.Davies of University College Dublin in his 2011 version, “The Silver Lining

of Red Tape”, demonstrated the ways red tape occurs. Increasing globalization has

challenged what is perhaps the fundamental motivation of policy makers – “protect your

own”. Whether a government acts to maximize the welfare of its own citizens, appease

those with the greatest political power, or line its own pockets, the limit of those for whom

it accounts rarely extends beyond its own borders. Nevertheless, the rise in globalization

has given rise to both economic and political pressures to do so as the distortions from self-

benefitting policies grow due to increased interdependence and government recognition

that there are mutual gains from jointly removing such policies. With this in mind, many

governments have pledged “non-discrimination”, that is, it will treat foreign firms

operating in its borders the same as domestic ones. This concept is a corner stone of the

European Union, the World Trade Organization and its supplementary agreements, the

North American Free Trade Agreement, and the OECD’s and UN’s model tax treaties.

Despite these provisions, it remains a fact that a government often unilaterally prefers to

restrict government contracts, subsidies, tax breaks, and other incentives to domestic firms

IARD BMD ICSD

Figure 1. Diagram showing the origin of the NO NOON BREAK POLICY, the DOSCST offices and students as primary clients.

as this tends to provide a greater benefit to itself and/or its constituents. In this paper, how

a government can use red tape is demonstrated– the wasteful requirements a firm must

fulfill in order to participate in an incentive program – to achieve de-facto discrimination

while making an incentive policy equally available to domestic and foreign firms. Red tape

can take on many forms. First, there is the obvious filling out of complex paperwork. This,

combined with the inevitable man-hours spent dealing with the bureaucratic process, can

provide a significant barrier to a firm interested in applying for a government program. A

second example is time itself. If a firm must wait on government approval of its application

before choosing production levels or making other critical decisions, such delays create

costs. An important aspect of these requirements is that they are the same across all firms,

foreign and domestic. Since non-discrimination requires that all firms be offered the

incentive, not that all firms actually apply for it, the common fixed cost of red tape creates a

barrier so that only the firms that benefit most from the incentive actually apply. Thus, red

tape creates de-facto discrimination since it stops the least benefitting firms from accepting

the incentive. Note that this requires firm heterogeneity. If all firms are identical, then

either all firms will apply for the incentive or no firms will. Further, if the goal is to target

the incentive to domestic firms, it requires that domestic firms gain relatively more from

the incentive than foreign firms do. It is important to note that even in this case, this does

not imply that red tape will actually be used. This is because red tape is itself costly. Thus,

the benefit of not providing the subsidy to foreign firms must be weighed against the cost

of wasteful red tape. Nevertheless, under certain circumstances, red tape will indeed be

used in equilibrium (Davies, 2011).

Corruption

The article entitled Structural Corruption and its Influence on the Business

Environment considers corruption as a major problem in business environments.

According to the World Bank, corruption is synonymous with abusing public office for

private gain. The level of corruption is defined by the amount of the fee paid for operating a

certain business.

Corruption appears in different forms. This is the relationship between corruption

and bureaucracy. Corrupt behavior may ensue in countries, where the line between the

market and the state is not clear and is not even properly regulated; where distinctions

between what is public and what is private are obscure. In the same way, regulations invite

economic agents to find new ways, including bribing public officials, to secure favorable

interpretations (Polajeva, 2011).

Corruption is not a new phenomenon and it appears in different forms. For

example, politicians are making decisions that appeal to the companies that fund them, not

for common good. Corruption can be also seen in many other forms along with bribery.

Even though not all are as clear as bribery, they have a great influence in the business

environment. For example, many big organizations are co-operating with or owning a large

sports team or affiliated organizations. Using that power, they make sure the affiliated

organization would benefit from their business actions. One of the features of the structural

corruption is the use of your relations with someone to get what you want. But it is not that

simple - structural corruption is just a method evolved from bribery. High levels of

corruption push entrepreneurs underground and this is one of the main factors of the

increasing role of the shadow economy in all countries. Corruption influences the business

environment, but its impact is decreasing continuously and the main reason behind this is

the change in peoples’ attitude and saturation to ethically questionable actions.

Any realistic strategy must be based on the principle that there are always two sides

in a process. It means that supply and demand also exist in the case of corruption. It can be

pointed out that the war against corruption often involves reforms (Polajeva, 2011)

Anti-Red Tape Act of 2007

The Anti-Red Tape Act of 2007 or the Republic Act 9485 is 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 therefor. It is hereby

declared the policy of the State to promote integrity, accountability, proper management of

public affairs and public property as well as to establish effective practices aimed at the

prevention of graft and corruption in government. The State shall maintain honesty and

responsibility among its public officials and employees, and shall take appropriate

measures to promote transparency in each agency with regard to the manner of

transacting with the public (Sec 2, RA 9485).

This act shall apply to all government offices and agencies including local

government units and government-owned or controlled corporations that provide

frontline services (Sec 3, RA 9485).

Article II, Section 27 of the 1987 Constitution, as the Constitutional Basis of this Act

provides that the State shall maintain honesty and integrity in the public service and shall

take positive and effective measures against graft and corruption (LGA-DILG, 2008).

The Primer on RA 9485: The Anti-Red Tape Act of 2007 by the Local Government

Academy of the Department of Interior and Local Government published in 2008 states

that the Act signed into law by President Gloria Macapagal-Arroyo on June 2, 2007.

The Act is a consolidation of Senate Bill No. 2589 and House Bill No. 3776. The bills

were passed by the Senate and House of Representatives on February 8, 2007 and

February 20, 2007 respectively. Senators Juan M. Flavier, Edgardo J. Angara, Aquilino Q.

Pimentel Jr., Panfilo M. Lacson and Congressmen Jose de Venecia, Reps. Rodriguez Dadivas,

Ace Barbers, Eduardo Zialcita, Rey Aquino, Edgar Chatto, and Florencio G. Noel,

respectively, authored Senate Bill No. 2589 and House Bill No. 3776. The Act was passed in

response to the urgent need to establish an effective system that will eliminate

bureaucratic red tape, avert graft and corrupt practices and improve efficiency of

delivering government frontline service (Primer: RA 9485, 2008).

An oversight committee composed of Civil Service Commission (CSC) as head and

Office of the Ombudsman (OMB), Presidential Anti-Graft Commission (PAGC) and

Development Academy of the Philippines (DAP), as members, shall ensure the effective

implementation of this Act. The CSC together with DAP, OMB and PAGC shall promulgate

the necessary rules and regulations within ninety (90) days from the effectivity of this Act

(Section 16, RA 9485).

No Noon Break Policy

No Noon Break Policy originated from Rule VI, Section III of the Resolution No.

081471 of the Civil Service Commission stressing that heads of offices and agencies which

render frontline services shall adopt appropriate working schedules to ensure that all

clients who are within their premises prior to the end of official working hours are

attended to and served even during lunch break and after regular working hours. Offices

and agencies may consider providing frontline services as early as seven (7) in the morning

until as late as seven (7) in the evening to adequately attend to clients. The frontline

services must at all times be complemented with adequate staff by adopting mechanisms

such as rotation system among office personnel, sliding flexitime, reliever system,

especially in peak times of transactions, or providing skeletal personnel during lunch and

snack time.

Chapter III

Methodology

III.A. Research Design

The research design used in this study was survey design wherein the

respondents were asked to answer survey questionnaires.

III.B. Target Population, Sampling Procedures and Data Collection

The study was conducted in the Davao Oriental State College of Science and

Technology where one hundred (100) students were the respondents and are asked to rate

each office regarding the performance of the No Noon Break Policy in the given

questionnaire. Students were selected randomly.

Figure 2. Map of the Study Site

III.C. Data Processing and Data Analysis Plan

Data were analyzed using descriptive statistics. Graphs, charts and tables were used

in presenting the data.

Table 1. List of DOSCST Offices and Departments

List of DOSCST OfficesAccounting and Budget OfficeCashier's OfficeClinicFinancial AssistanceGraduate School OfficeGuidance Counseling and Testing CenterHuman Resource Management OfficeLibraryOffice of the College Board/SecretaryOffice of the Director for Student Services and AffairsOffice of the PresidentOffice of the Registrar/RecordsOffice of the Vice President for Academic AffairsOffice of the Vice President for Administrative ServicesOffices of the Director for InstructionsQuality Assurance OfficeResearch and Extension OfficeSupply Office

DOSCST Departments AcronymBusiness and Management Department BMDCriminology and Related Sciences Department CRSDEducation and Teachers Training Department ETeTDEngineering and Technology Department ETDInformation and Computer Sciences Department ICSDInstitute of Agriculture and Rural Development IARDInstitute of Nursing and Health Care INHCMathematics and Natural Sciences Department MNSDSocial Sciences and Humanities Department SSHD

Among the one hundred (100) DOSCST students (respondents), it was found out

that twenty-eight percent (28%) of the respondents were from the Education and Teachers

Training Department, seventeen percent (17%) were from the Criminology and Related

Sciences Department, fifteen percent (15%) were from the Business Management

Department, eleven percent (11%) were from the Institute of Agriculture and Rural

Development, ten percent (10%) were from the Institute of Nursing and Health Care, eight

percent (8%) were from the Engineering and Technology Department, six percent (6%)

were from the Mathematics and Natural Sciences Department, three percent (3%) were

from the Information and Computer Sciences Department, and two percent (2%) were

from the Social Sciences and Humanities Department.

Graph 1. Number of respondents in every department.

III.D. Discussion

Objective 1: To determine the DOSCST students’ observations to the DOSCST

frontline and department offices in its performance on the implementation of the NO NOON

BREAK POLICY.

Table 2. Results obtained when the one hundred (100) respondents were asked to

rate the offices in their performance regarding the No Noon Break Policy.

Frontline Offices Never Sometimes AlwaysAccounting and Budget 26 66 8Cashier 43 44 13Clinic 24 37 39DI 21 67 12FASST 17 67 16GCTC 7 56 37Graduate School 16 69 15HRMO 18 74 8Library 26 32 42ODSS 17 62 21OP 11 71 18QAO 24 60 16R and E 13 73 14Records and College Board 16 69 15Registrar/Records 44 43 13Supply 17 67 16VP-Acad 7 76 17VP-Admin 7 73 20

Graph 2. Distribution of the results obtained from the survey.

Each department’s performance regarding the No Noon Break Policy

implementation was analyzed also based on the number of respondents given in Graph 1.

Table 3. Results obtained from the fifteen (15) BMD students among the one

hundred (100) respondents.

Accounting a

nd Budget

Cashier

Clinic DI

FASS

TGCTC

Graduate

School

HRMOLib

rary

ODSS OPQAO

R and E

Record

s and Colle

ge Board

Regist

rar/R

ecord

s

Supply

VP-Acad

VP-Admin

0

10

20

30

40

50

60

70

80

90

100

Never Sometimes Always

DOSCST Offices

Department Never Sometimes AlwaysBMD 1 8 6

Among one hundred (100) respondents, fifteen (15) of them were from the Business

and Management Department. Seven percent (7%) rated never, forty percent (40%) rated

always and the fifty-three percent (53%) rated sometimes.

7%

53%

40%

BMDNever Sometimes Always

Graph 3. Distribution of the BMD’s performance on the No Noon Break Policy based

on the survey conducted.

Table 4. Results obtained from the seventeen (17) CRSD students among the one

hundred (100) respondents.

Department Never Sometimes AlwaysCRSD 1 14 2

Among one hundred (100) respondents, seventeen (17) of them were from the

Criminology and Related Sciences Department. six percent (6%) rated never, twelve

percent (12%) rated always and the eighty-two percent (82%) rated sometimes.

Graph 4. Distribution of the CRSD’s performance on the No Noon Break Policy

based on the survey conducted.

Table 5. Results obtained from the eight (8) ETD students among the one hundred

(100) respondents.

6%

82%

12%

CRSDNever Sometimes Always

Department Never Sometimes AlwaysETD 1 3 4

Among one hundred (100) respondents, eight (8) of them were from the

Engineering and Technology Department. Twelve percent (12%) rated never, thirty

percent (38%) rated sometimes and the fifty percent (50%) rated always.

13%

38%

50%

ETDNever Sometimes Always

Graph 5. Distribution of the ETD’s performance on the No Noon Break policy based

on the survey conducted.

Table 6. Results obtained from the twenty-eight (28) ETeT students among the one

hundred (100) respondents.

Department Never Sometimes AlwaysETeTD 1 19 8

Among one hundred (100) respondents, twenty-eight (28) of them were from the

Education and Teachers Training Department. Three percent (3%) rated never, twenty-

nine percent (29%) rated always and the sixty-eight percent (68%) rated sometimes.

4%

68%

29%

ETeTDNever Sometimes Always

Graph 6. Distribution of the ETeT Department’s performance on the No Noon Break

policy based on the survey conducted.

Table 7. Results obtained from the eleven (11) IARD students among the one

hundred (100) respondents.

Department Never Sometimes AlwaysIARD 0 2 9

Among one hundred (100) respondents, eleven (11) of them were from the Institute

of Agriculture and Rural Development. None of them rated never, eighteen percent (18%)

rated sometimes and the eighty-two percent (82%) rated always.

Graph 7. Distribution of the IARD’s performance on the No Noon Break policy based

on the survey conducted.

Table 8. Results obtained from the three (3) ICSD students among the one hundred

(100) respondents.

Department Never Sometimes AlwaysICSD 0 0 3

Sometimes18%

Always82%

IARD

Among one hundred (100) respondents, three (3) of them were from the

Information and Computer Studies Department. None of them rated never and sometimes

and all of them (100%) rated always.

Always100%

ICSD

Graph 8. Distribution of the ICSD’s performance on the No Noon Break policy based

on the survey conducted.

Table 9. Results obtained from the ten (10) INHC students among the one hundred

(100) respondents.

Department Never Sometimes AlwaysINHC 1 7 2

Among one hundred (100) respondents, ten (10) of them were from the Institute of

Nursing and Health Care. Ten percent (10%) of them rated never, twenty percent (20%)

rated always and the seventy percent (70%) rated sometimes.

Graph 9. Distribution of the INHC’s performance on the No Noon Break policy based

on the survey conducted.

Table 10. Results obtained from the six (6) MNSD students among the one hundred

(100) respondents.

10%

70%

20%

INHCNever Sometimes Always

Department Never Sometimes AlwaysMNSD 0 1 5

Among one hundred (100) respondents, six (6) of them were from the Mathematics

and Natural Sciences Department. None of them rated never, seventeen percent (17%)

rated sometimes and the eighty-three percent (83%) rated always.

Sometimes17%

Always83%

MNSD

Graph 10. Distribution of the MNSD’s performance on the No Noon Break policy

based on the survey conducted.

Table 11. Results obtained from the two (2) SSHD students among the one hundred

(100) respondents.

Department Never Sometimes AlwaysSSHD 0 0 2

Among one hundred (100) respondents, six (6) of them were from the Mathematics

and Natural Sciences Department. None of them rated never and sometimes and all of them

(100%) rated always.

Graph 11. Distribution of the SSHD’s performance on the No Noon Break

policy based on the survey conducted.

Always100%

SSHD

Objective 2: To identify the best and the least performed DOSCST Offices of the NO NOON

BREAK POLICY.

Table 12. The best and the least performed DOSCST Offices regarding the No Noon Break Policy.

Frontline Offices Never Sometimes AlwaysAccounting and Budget 26 66 8Cashier 43 44 13Clinic 24 37 39ODI 21 67 12FASST 17 67 16GCTC 7 56 37Graduate School 16 69 15HRMO 18 74 8Library 26 32 42ODSSA 17 62 21OP 11 71 18QAO 24 60 16R and E 13 73 14Records and College Board 16 69 15Registrar/Records 44 43 13Supply 17 67 16VPAAO 7 76 17VPASO 7 73 20

Table 12. Showing in red mark, the least performed DOSCST office regarding the No Noon

Break Policy. In orange marks, the offices which observed mostly by the students having

observed No Noon Break Policy just sometimes while in green marks, the best performed

DOSCST offices regarding the No Noon Break Policy.

Chapter IV

Summary, Conclusion and Recommendation

IV.A. Summary and Conclusion

The No Noon Break Policy implementation in the Davao Oriental State

College of Science and Technology is not that effective based on the obtained output. It was

found out that not all offices in the college are observing No Noon Break Policy as always.

Regarding the frontline offices, only two offices observe No Noon Break

Policy as always, the Library and the Clinic. Fifteen of them observe the policy just for

sometimes, the Accounting and Budget Office, Cashier’s Office, Office of the Director for

Instruction, FASST, Guidance Counseling and Testing Center, Graduate School, Human

Resource Management Office, Office of the Director for Student Services and Affairs, Office

of the President, Quality Assurance Office, Office of the Research and Extension, Office of

the Records and College Board, Office of the Supply, Office of the Vice President for

Academic Affairs and the Office of the Vice President for Administrative Services. While,

only one is observed by the respondents as never implementing No Noon Break Policy, the

Office of the Registrar/Records. Regarding with the department offices, four departments

observe No Noon Break Policy just for sometimes, the Business and Management

Department, the Criminology and Related Sciences Department, the Education and

Teachers Training Department and the Institute of Nursing and Health Care. And, five

departments observe the policy as always, the Engineering and Technology Department,

the Institute of Agriculture and Rural Development, the Information and Computer Studies

Department, the Mathematics and Natural Sciences Department and the Social Sciences and

Humanities Department.

There may be factors why the No Noon Break Policy implementation in

DOSCST is not very effective. Therefore, proper reinforcement is highly needed to promote

and practice the said policy effectively because the performance of the offices on the said

policy will surely tell how dedicated are the office’ personnel in giving their services to

their clients.

IV.B. Recommendation

Since it was found out that the No Noon Break Policy implementation in the college

is not that very effective, the researchers recommend studying the factors why such results

are obtained.

Another recommendation is to study the appropriate measures and working

schedules of the DOSCST offices to ensure that all clients who are within their premises

prior to the end of official working hours are attended to and served even during lunch

break and after regular working hours.

And lastly, if the frontline services are at all times be complemented with adequate

staff by adopting mechanisms such as rotation system among office personnel, sliding

flexitime, reliever system, especially in peak times of transactions, or providing skeletal

personnel during lunch and snack time.

Chapter V

Bibliography or References

1. Republic Act No. 9485 (2007). Philippines.

2. Memorandum Circular No. 12 (2008). Civil Service Commission. Philippines.

3. Resolution No. 081471 (2008). Implementing rules and regulations (anti –red tape

act of 2007). Civil Service Commission. Quezon City, Philippines.

4. Muñoz, M. & Muñoz D. (2008). Philippine governance and constitution. Philippines.

Katha Publishing Co., Inc.

5. Local Government Academy (2008). Primer on republic act 9485: the anti-red tape

act of 2007. Department of Interior and Local Government. 8/F Agustin I. Bldg., F.

Ortigas, Jr. Road. Ortigas Center, Pasig City. 1605 Philippines.

6. Kaufman, H. (1977). Red tape, its origins, uses and abuses. 1775 Massachusetts

Avenue, Washington DC.

7. Davies, R. (2011). The silver lining of red tape. University College Dublin.

8. Polajeva, T. (2011). Structural corruption and its influence on the business

environment. Tallinn University of Technology.

9. http://books.google.com.ph/books?

id=SFb_VY13_QUC&printsec=frontcover&dq=red+tape&hl=en&sa=X&ei=eCuCU7uA

FIHd8AWk1IL4Aw&ved=0CDMQ6AEwAQ#v=onepage&q=red%20tape&f=false

10. http://books.google.com.ph/books?id=wi-

MAgAAQBAJ&pg=PA311&dq=anti+red+tape+act&hl=en&sa=X&ei=_CqCU9ybFs2E8

gX1uIKoCg&ved=0CDAQ6AEwAQ#v=onepage&q=anti%20red%20tape

%20act&f=false

Chapter VI

Appendixes

VI. A. Research Instruments/Materials

Survey Questionnaire

“Effectivity of the NO NOON BREAK POLICY Implementation among DOSCST Students”

Name: _____________________________________ Year and Course: ____________________

Department: _____________ Age: ____________ Sex: _________ Date: __________________

1. How often the following offices observe NO NOON BREAK POLICY?1 = Never 2 = SOMETIMES 3 = ALWAYS

a. Accounting and Budget Office - ___b. Cashier’s Office - ___c. Office of the Registrar/Records - ___d. Human Resource Management Office - ___e. Office of the Vice-President for Administrative Affairs - ___f. Office of the Vice-President for Academic Affairs - ___g. Office of the Director for Instructions - ___h. Office of the President - ___i. Library - ___j. Records Office and College Board/Secretary - ___k. Quality Assurance Office - ___l. Graduate School Office - ___m. Clinic - ___n. Office of the Research and Extension - ___o. Guidance Counseling and Testing Center - ___p. Office of the Director for Student Services - ___q. FASST - ___r. Supply Office - ___

Republic Act No. 9485

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 THEREFOR

Be it enacted by the Senate and the House of Representatives of the Philippines in Congress assembled:

SECTION 1. Short Title. - This Act shall be known as the "Anti-Red Tape Act of 2007".

SEC. 2. Declaration of Policy. - It is hereby declared the policy of the State to promote integrity, accountability, proper management of public affairs and public property as well as to establish effective practices aimed at the prevention of graft and corruption in government. Towards this end, the State shall maintain honesty and responsibility among its public officials and employees, and shall take appropriate measures to promote transparency in each agency with regard to the manner of transacting with the public, which shall encompass a program for the adoption of simplified procedures that will reduce red tape and expedite transactions in government.

SEC. 3. Coverage. - This Act shall apply to all government offices and agencies including local government units and government-owned or -controlled corporations that provide frontline services as defined in this Act. Those performing judicial, quasi-judicial and legislative functions are excluded from the coverage of this Act.

SEC. 4. Definition of Terms. - As used in this Act, the following terms are defined as follows:

(a)"Simple Transactions" refer to requests or applications submitted by clients of a government office or agency which only require ministerial actions on the part of the public officer or employee, or that which present only inconsequential issues for the resolution by an officer or employee of said government office.

(b)"Complex Transactions" refer to requests or applications submitted by clients of a government office which necessitate the use of discretion in the resolution of complicated issues by an officer or employee of said government office, such transaction to be determined by the office concerned.

(c)"Frontline Service" refers to the process or transaction between clients and government offices or agencies involving applications for any privilege, right, permit, reward, license, concession, or for any modification, renewal or extension of the enumerated applications and/or requests which are acted upon in the ordinary course of business of the agency or office concerned.

(d)"Action" refers to the written approval or disapproval made by a government office or agency on the application or request submitted by a client for processing.

(e)"Officer or Employee" refers to a person employed in a government office or agency required to perform specific duties and responsibilities related to the application or request submitted by a client for processing.

(f)"Irrevelant requirement" refer to any document or performance of an act not directly material to the resolution of the issues raised in the request or needed in the application submitted by the client.

(g)"Fixer" refers to any individual whether or not officially involved in the operation of a government office or agency who has access to people working therein, and whether or not in collusion with them, facilitates speedy completion of transactions for pecuniary gain or any other advantage or consideration.

SEC. 5 Reengineering of Systems and Procedures. - All offices and agencies which provide frontline services are hereby mandated to regularly undertake time and motion studies, undergo evaluation and improvement of their transaction systems and procedures and re-engineer the same if deemed necessary to reduce bureaucratic red tape and processing time.

SEC. 6. Citizen's Charter. - All government agencies including departments, bureaus, offices, instrumentalities, or government-owned and/or controlled corporations, or local government or district units shall set up their respective service standards to be known as the Citizen's Charter in the form of information billboards which should be posted at the main entrance of offices or at the most conspicuous place, and in the form of published materials written either in English, Filipino, or in the local dialect, that detail:

(a)The procedure to obtain a particular service;

(b)The person/s responsible for each step;

(c)The maximum time to conclude the process;

(d)The document/s to be presented by the customer, if necessary;

(e)The amount of fees, if necessary; and

(f)The procedure for filing complaints.

SEC. 7. Accountability of the Heads of Offices and Agencies. - The head of the office or agency shall be primarily responsible for the implementation of this Act and shall be held accountable to the public in rendering fast, efficient, convenient and reliable service. All transactions and processes are deemed to have been made with the permission or clearance from the highest authority having jurisdiction over the government office or agency concerned.

SEC. 8. Accessing Frontline Services. - The following shall be adopted by all government offices and agencies:

(a) Acceptance of Applications and Request - (1) All officers or employees shall accept written applications, requests, and/or documents being submitted by clients of the office or agencies.

(2) The responsible officer or employee shall acknowledge receipt of such application and/or request by writing or printing clearly thereon his/her

name, the unit where he/she is connected with, and the time and date of receipt.

(3)The receiving officer or employee shall perform a preliminary assessment of the request so as to promote a more expeditious action on requests.

(b)Action of Offices - (1) All applications and/or requests submitted shall be acted upon by the assigned officer or employee during the period stated in the Citizen's Charter which shall not be longer than five working days in the case of simple transactions and ten (10) working days in the case of complex transactions from the date the request or application was received. Depending on the nature of the frontline services requested or the mandate of the office or agency under unusual circumstances, the maximum time prescribed above may be extended. For the extension due to nature of frontline services or the mandate of the office or agency concerned the period for the delivery of frontline services shall be indicated in the Citizen's Charter. The office or agency concerned shall notify the requesting party in writing of the reason for the extension and the final date of release for the extension and the final date of release of the frontline service/s requested.

(2)No application or request shall be returned to the client without appropriate action. In case an application or request is disapproved, the officer or employee who rendered the decision shall send a formal notice to the client within five working days from the receipt of the request and/or application, stating therein the reason for the disapproval including a list of specific requirement/s which the client failed to submit.

(c)Denial of Request for Access to Government Service - Any denial of request for access to government service shall be fully explained in writing, stating the name of the person making the denial and the grounds upon which such denial is based. Any denial of request is deemed to have been made with the permission or clearance from the highest authority having jurisdiction over the government office or agency concerned.

(d)Limitation of Signatories - The number of signatories in any document shall be limited to a maximum of five signatures which shall represent officers directly supervising the office or agency concerned.

(e)Adoption of Working Schedules to Serve Clients - Heads of offices and agencies which render frontline services shall adopt appropriate working schedules to ensure that all clients who are within their premises prior to the end of official working hours are attended to and served even during lunch break and after regular working hours.

(f)Identification Card - All employees transacting with the public shall be provided with an official identification card which should be visibly worn during office hours.

(g)Establishment of Public Assistance/Complaints Desk - Each office or agency shall establish a public assistance/complaints desk in all their offices.

SEC. 9. Automatic Extension of Permits and Licenses. - - If a government office or agency fails to act on an application and/or request for renewal of a license, permit or authority subject for renewal

within the prescribed period, said permit, license or authority shall automatically be extended until a decision or resolution is rendered on the application for renewal: Provided, That the automatic extension shall not apply when the permit, license, or authority covers activities which pose danger to public health, public safety, public morals or to public policy including, but not limited to, natural resource extraction activities.

SEC. 10. Report Card Survey. - All offices and agencies providing frontline services shall be subjected to a Report Card Survey to be initiated by the Civil Service Commission, in coordination with the Development Academy of the Philippines, which shall be used to obtain feedback on how provisions in the Citizen's Charter are being followed and how the agency is performing.

The Report Card Survey shall also be used to obtain information and/or estimates of hidden costs incurred by clients to access frontline services which may include, but is not limited to, bribes and payment to fixers.

A feedback mechanism shall be established in all agencies covered by this Act and the results thereof shall be incorporated in their annual report.

SEC. 11. Violations. - After compliance with the substantive and procedural due process, the following shall constitute violations of this Act together with their corresponding penalties:

(a) Light Offense - (1) Refusal to accept application and/or request within the prescribed period or any document being submitted by a client;

(2)Failure to act on an application and/or request or failure to refer back to the client a request which cannot be acted upon due to lack of requirement/s within the prescribed period;

(3)Failure to attend to clients who are within the premises of the office or agency concerned prior to the end of official working hours and during lunch

(4)Failure to render frontline services within the prescribed period on any application and/or request without due cause;

(5)Failure to give the client a written notice on the disapproval of an application or request; and

(6)Imposition of additional irrelevant requirements other than those listed in the first notice.

Penalties for light offense shall be as follows:

First Offense - Thirty (30) days suspension without pay and mandatory attendance in Values Orientation Program;

Second Offense - Three (3) months suspension without pay; and

Third Offense - Dismissal and perpetual disqualification from public service.

(b) Grave Offense - Fixing and/or collusion with fixers in consideration of economic and/or other gain or advantage.

Penalty - Dismissal and perpetual disqualification from public service.

SEC. 12. Criminal Liability for Fixers. - In addition to Sec. 11 (b), fixers, as defined in this Act, shall suffer the penalty of imprisonment not exceeding six years or a fine not less than Twenty Thousand Pesos (P20,000.00) but not more than Two Hundred Thousand Pesos (P200,000.00) or both fine and imprisonment at the discretion of the court.

SEC. 13. Civil and Criminal Liability, Not Barred. - The finding of administrative liability under this Act shall not be a bar to the filing of criminal, civil or other related charges under existing laws arising from the same act or omission as herein enumerated.

SEC. 14. Administrative Jurisdiction. - The administrative jurisdiction on any violation of the provisions of this Act shall be vested in either the Civil Service Commission (CSC), the Presidential Anti-Graft Commission (PAGC) or the Office of the Ombudsman as determined by appropriate laws and issuances.

SEC. 15. Immunity; Discharge of Co-Respondent/Accused to be a Witness. - Any public official or employee or any person having been charged with another under this Act and who voluntarily gives information pertaining to an investigation or who willingly testifies therefore, shall be exempt from prosecution in the case/s where his/her information and testimony are given. The discharge may be granted and directed by the investigating body or court upon the application or petition of any of the respondent/accused-informantand before the termination of the investigation: Provided, That:

(a)There is absolute necessity for the testimony of the respondent/accused- informant whose discharge is requested;

(b)There is no other direct evidence available for the proper prosecution of the offense committed, except the testimony of said respondent/accused-informant;

(c)The testimony of said respondent/accused-informant can be substantially corroborated in its material points;

(d)The responden/accused-informant has not been previously convicted of a crime involving moral turpitude; and

(e)Said responden/accused-informant does not appear to be the most guilty.

Evidence adduced in support of the discharge shall automatically form part of the records of the investigation. Should the investigating body or court deny the motion or

request for discharge as a witness, his/her sworn statement shall be inadmissible as evidence.

SEC. 16. Implementing Rules and Regulations. - The Civil Service Commission in coordination with the Development Academy of the Philippines (DAP), the Office of the Ombudsman and the Presidential Anti-Graft Commission (PAGC), shall promulgate the necessary rules and regulations within ninety (90) days from the effectivity of this Act.

SEC. 17. Separability Clause. - If any provision of this Act shall be declared invalid or unconstitutional, such declaration shall not affect the validity of the remaining provisions of this Act.

SEC. 18. Repealing Clause. - All provisions of laws, presidential decrees, letters of instruction and other presidential issuances which are incompatible or inconsistent with the provisions of this Act are hereby deemed amended or repealed.

SEC. 19. Effectivity. - This Act shall take effect within fifteen (15) days following its publication in the Official Gazette or in two (2) national newspapers of general circulation.

Approved,

JOSE DE VENECIA JR. MANNY VILLARSpeaker of the House of President of the Senate

Representatives

This Act which is a consolidation of Senate Bill No. 2589 and House Bill No. 3776 was finally passed by the Senate and the House of Representatives on February 8, 2007 and February 20, 2007 respectively.

ROBERTO P. NAZARENO OSCAR G. YABESSecretary General Secretary of Senate

House of Representatives

GLORIA MACAPAGAL-ARROYOPresident of the Philippines

Approved: JUN 02, 2007

VI. B. Schedule of Activities

Main ActivitiesTime Frame

May June12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2

Submission of First to Final Draft

Data Collection

Result/Data Analysis

Research Paper Writing and Compilation

Final Defense

VI. C. Budgetary Requirements

Budgetary Requirements

Expenses Estimated Amount

Printing Materials₱ 500.00

Sampling Allowance₱ 548.00

Total ₱ 1,048.00

VI.D. Curriculum Vitae

Name: Codilla, John Rey R.

Birthdate: September 13, 1995

Birthplace: General Santos City

Civil Status: Single

Home Address: Impog, Lavigan, Governor Generoso, Davao Oriental

Course: Bachelor of Secondary Education – English

Name: Comania, Eryel L.

Birthdate: September 23, 1995

Birthplace: Manay, Davao Oriental

Civil Status: Single

Home Address: Manay, Davao Oriental

Course: Bachelor of Secondary Education – English

Name: Genardino, Jay-ar R.

Birthdate: August 19, 1995

Birthplace: Davao Oriental Provincial Hospital

Civil Status: Single

Home Address: Brgy. Culian, Mati City, Davao Oriental

Course: Bachelor of Secondary Education – English

Name: Redulla, Floyd

Birthdate: September 25, 1990

Birthplace: Cebolida, Lupon, Davao Oriental

Civil Status: Single

Home Address: Cebolida, Lupon, Davao Oriental

Course: Bachelor of Physical Education – School Physical Education

Name: Sumimba, Joirey B.

Birthdate: January 11, 1996

Birthplace: Mati, Davao Oriental

Civil Status: Single

Home Address: Lopez Subd., Brgy. Matiao, Mati City, Davao Oriental

Course: Bachelor of Secondary Education – English