Republic of the PhilippinesDEPARTMENT OF TRANSPORTATION AND COMMUNICATIONS

August 13,2014

MEMORANDUM CIRCULAR NO. 2014 - 035

For UndersecretariesAssistant SecretariesHeads of Sectoral Offices and Attached Agencies

and CorporationsHead Executive AssistantService DirectorsRMC ChairmenDivision ChiefsThis Department ,-

,-

For your information and dissemination, transmitted herewith are:

NATURE DATE SUBJECT

CSC-Memorandum July 17,2014 "POLICIES FOR

Circular No. 14, s. 2014 EXECUTIVEIMANA GERIALPOSITIONS; AMENDMENT TO CSCMC NO. 13, S. 201 I."

-.

CSC-Memorandum July 17,2014 "INSTITUTIONALIZA TION OF THE

Circular No. 15, s. 2014 CONTACT CENTER NG BAYAN (CCB)AS THE PUBLIC FEEDBACKMECHANISM. "

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ROWEN 'WO/OGUEDirector ~ .)t1f,LUJ

Administrative Service

=:=~----------q, ~~THE COLUMBIA TOWERBRGY. WACK-WACK, ORTIGAS AVENUE TELEFAX: (632) 723-4925 ~1555 MANDALUYONG ClTY, PHILIPPINES TRUNKLlNE: 727-7960 TO 79DOTC ACTION CENTER HOTllNE: 7890

, 14MC No. __ ' s. 2014

RepublIC of the Phlllppmes

CIVIL SERVICECOMMISSION

Para sa tllum BA. YAN

TO

MEMORANDUM CIRCULAR

ALL HEADS OF CONSTITUTIONAL BODIES; DEPARTMENTS,BUREAUS AND AGENCIES OF THE NATIONAL GOVERNMENT;LOCAL GOVERNMENT UNITS; GOVERNMENT-OWNED ANDCONTROLLED CORPORATIONS WITH ORIGINAL CHARTERS;AND STATE UNIVERSITIES AND COLLEGES

SUBJECT Policies for Executivl~/Managerial Positions;Amendment to CSC MC No. 13, s. 2011

Pursuant to CSC Resolution No. 1400486 promulgated on March 27, 2014, theCommission adopts the following policies on the training requirements appropriate forappointment to executive/managerial positions (SG-26 and above) in the second level:

1. Generally, the training required for executive/managerial positions in thesecond level shall be 120 hours of management training taken within the lastfive (5) years reckoned on the date of assessment.

Management training includes courses, workshops, seminars and otherlearning development interventions that develop and/or enhance knowledge,skills and attitude to enable successful performance of managementfunctions such as planning, organizing, directing, controlling, coordinatingand overseeing the activities of an organization, a unit thereof or a group. Itis intended to prepare managers in managing people and work.

Human Resource Development (HRD) interventions or non-formalinterventions, such as coaching, mentoring, job rotation, and others that aresupported by certificates issued by the HRMO or authorized official from thegovernment or private sector shall be considered training for meeting thetraining requirements in the Qualification Standards Manual, provided theyare relevant to the position to be filled.1

2. For executive/managerial positions in the second level with duties andresponsibilities involving practice of profession as reflected in theircorresponding Position Description Form (PDF)/Job Description (JD) (i.e.Director of Accounting Department or Legal Office), the MandatoryContinuing Legal Education (MCLE) for BAR passers and the ContinuingProfessional Education/Development (CPE/CPD) for licensed professionalstaken within the last five (5) years may be considered appropriate trainings.Trainings relevant to practice of profession may also be considered in lieu ofCPE/CPD. The MCLE, CPE/CPD and/or relevant trainings shall constitutefor a maximum of 40 hours of training and the remaining 80 hours shall bemanagement training taken within the last 5 years reckoned from the date ofassessment.

I Item 2, Part IV (On Training) ofCSC Resolution No. 030962 and circularized through CSC Memorandum Circular No. 12,s. 2003, Revised Policies on Qualification Standards, dated September 12, 2003

In a R, A. C. E. to Serve: Responsive. Accessible. Courteous and Effective Public Service~ CSC Building, !BP Road, Constitution Hills, 1126 Quezon City - ~ 931-7935/931-7939/931-8092 • Q cscpilil@webmail.csc.gov.ph· e www.csc.gov.ph

Training Requirement: 60 hours of technical training relevantto mass communication and60 hours of relevant supervisory!managerial training

Sample:

a. Director IV (8G-28) of Office for Legal Affairs

Training Requirement: 40 hours of Mandatory ContinuingLegal Education and80 hours of management training

b. Director III (SG-27) of Accounting Department

Training Requirement: 40 hours of Continuing ProfessionalEducation for Accountants ortechnical training on Accountancy and80 hours of management training

3. Executive/managerial positions in the second level with duties andresponsibilities which are highly-specialized in nature as shown in theircorresponding PDF/JD may require trainings which are highly-technicaland/or highly-specialized. These highly-technical and/or highly-specializedtrainings shall make-up for a maximum of 80 hours of training and theremaining 40 hours shall be manaqernent trainings taken within the last five(5) years reckoned from the date of assessment.

a. Chief Information Officer (SG-27)

Training Requirement: 120 hours training,40 hours of which should involvemanagement and80 hours training in systems developmentlife cycles, i.e. CMMI and ITIL standards, ITResources Management Administration andother related information andtelecommunications training

b. Department Manager III for Media Affairs Department

4. Agencies that have identified the executive/managerial positions in theirstaffing pattern the duties and responsibilities of which require practice ofprofession or highly-specialized functions as discussed in items 2 and 3 shallsubmit the proposed training requirement for such positions for approval ofthe Commission. A copy of the Position Description Form or Job Descriptioncertified by the Agency Human Resource Management Officer and staffingpattern approved by the Department of Budget and Management (DBM) orGovernance Commission for GOCCs (GCG) shall be submitted together withthe said request.

F NCISCfT,. DUQUE Ill, MD, MScChairman

In the absence of CSC-approved specific training requirements, appointeesto executive/managerial positions shall be required to comply with the 120hours of management training pursuant to CSC Resolution No. 1100472promulgated on April 8, 2011 and circularized through CSC MC No. 13, 2011dated May 4,2011.

These policy guidelines amend Item 2 of CSC Resolution No. 1100472 promulgatedon April 8, 2011 and circularized through lVIemorandumCircular No. 13. s. 2011 dated May4, 2011. Specifically, said amendment is.on the recency requirement of five (5) years ontrainings and the ratio of management to technical training for executive/managerialpositions with duties involving the practice of profession or which belong to the sameoccupational group where practice of profession is required/preferred or those consideredhighly technical or specialized.

This Memorandum Circular shall take effect immediately.

.JUL 1 7 201~

• CSC Resolution No. 1400486 promulgated on March 27. 2014 was published in Manila Times on June 20, 2014.

Repu IIC of the Phlllppmes

CIVIL SERVICECOJVIMISSION

Para sa taumBAYAN

~ "-MC No. j;), s. 2014

MEMORANDUM CIRCULAR

TO ALL HEADS OF CONSTITUTIONAL BODIES;DEPARTMENTS, BUREAUS AND AGENCIES OF THENATIONAL GOVERNMENT; LOCAL GOVERNMENTUNITS; GOVERNMENT-OWNED AND CONTROLLEDCORPORATIONS WITH ORIGINAL CHARTERS; ANDSTATE UNIVERSITIES AND COLLEGES

SUBJECT Institutionalization of the Contact Center ng Bayan(CCB) as the Public Feedback Mechanism

The Civil Service Commission (CSC) performs a primary role in theimplementation of Republic Act No. 9485, an "Act to Improve Efficiency in theDelivery of Government Service to the Public by Reducing Bureaucratic RedTape, Preventing Graft and Corruption, and Providing Penalties Thereof',otherwise known as the Anti-Red Tape Act (ARTA) of 2007. Section 5 of CSCResolution No. 081417 or the ARTA Implementing Rules and Regulationsapproved on July 24, 2008 states that, "agencies shall institute hotline numbers,short message service, information communication technology and othermechanisms by which clients may adequately express their complaints,comments and suggestions".

In support to the ARTA implementation, the CSC and the NationalComputer Center (NCC) of the Department of Science and Technology -Information and Communications Technology Office (OOST-ICTO), signed JointResolution No. 2010-01 on August 15, 2010 to adopt and promulgate guidelinespertaining to the delivery of frontline services to the public through citizen'shelplines, government contact/call centers and future interconnection of thesame. This collaboration paved the way for the establishment of the ContactCenter n9 Bayan (CCB) Project. Its initial implementation was launched onSeptember 27, 2012 with six (6) participating agencies, namely: CSC, ICTOffice, Bureau of Internal Revenue (BIR), Philippine Health InsuranceCorporation (pHIG), Department of Health (DOH), and Department of Trade andIndustry (DTI).

Since its pilot-run, the CCB databank has become a rich source ofinformation for the..bRTA program initiatives of the CSC, such that targets for the2014 Report Card Survey and ARTA Watch are based on the agencies withmost number of ARTA-related feedback received through the CCB. The CSC

In a Race to Serve: Responsive, Accessible, Courteous and Effective Public Service~ CSC Building, IBP Road, Constitution Hills, 1226 Qpezon City·. 931-7935/931-7939/931-8092· Q cscphil@Webmail.csc.gov.ph· ewww.csc.gov.ph

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has also begun engagement of aqeneies with the most number of ARTA-relatedcomplaints to further improve frontline service delivery.

With the successful pilot-run of the CCB, the CSC now institutionalizesthe Contact Center ng Bayan (CCB) as the Public Feedback Mechanism ofthe government anchored on the Anti-Red Tape Act of 2007, pursuant to CSCResolution No. 1400995, promulgated on July 10, 2014 to enhance itsprocedures and encourage commitment and accountability of governmentagencies towards prompt resolution of the public's concerns on public servicedelivery. The CSC also aims to maximize the use of the CCB by expanding thenumber of participating agencies and forging partnerships with governmentoffices which intend to use the CCE! as feedback tool, all aiming for one goal - toprovide excellent public service.

I

A. CCB's Goal

The CCBI acts as a t)No-w~IY platform. It encourages transparency andaccountability in the day-to-day operations of government officesproviding ~rontline services by empowering individual citizens to effectivelyparticipate in and contribute to good governance practices.

The long-term goal of the CCB project is to become an effective platformfor process and systems improvement in government frontline offices inorder to achieve client satisfaction. Hereunder is the roadmap which shallserve as a guide in achieving the project's goal:

Attlvitle$/ Rolu CSCOutput Out:ome

Membe,agencles cse Special Acffon Tft/m: SUeuss storiesand Non-memM' Process of data. analytia andagencles:Resolution recommendilionsforfrontline SUrveys and caseof complaints and service Improvement studieson how Iheimplementation of

CSCROs:Engagement ofquaaVoffrontlne

remedial measures serv~ Improvedagendes In process/systems

Stalreholders: Improvement Framework ofReport of CSCPAlO: Monloring and qu.vpubkcomplaints. evaluation of the entire serv~feedback and process. measuremllnt ofrecommendations utcome Clent Sillsfadlon

--B. CCB Platforms

The Contact Center ng Bayan (CCB) provides easy access modes wherecitizens can request information and assistance on government frontlineservice procedures and report commendations, appreciations, complaintsand feedback. The CCB provides the following platforms:

Hotline: 1·6565 Accessible via PLOT and Smart landlines nationwideSMSfText Access: 0908-8816565Email Portal via www.contactcenterngbayan.gov.ph

C. CCB Operating Hours

The CCB shall operate from Mondays to Fridays, except holidays andwork suspensions, 8:00 am to 5:00 pm. Live agents respond to callsmade through its hotline facility 16565 also during office hours. The SMSfacility 0908-8816565 and email portal viawww.contactcenterngbayan.gov.ph may be accessed 2417, however,appropriate actions will be provided on the succeeding work day. Further,the SMS number takes on/receives text messages only.

D. CCB Process Flow

The CCB shall take immediate action on clients' feedback and concernslodged through the CCB access modes. The following is the generalprocess flow of the CCB:

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General Process Flow

CII.ntu •••cca°F•• dbeck"Qu.ry"CompIelnt•Su••• atlon• CO"' •••• ndetlon

G_ ••• llat••• nttek •• _or ••••••• te.feedlNok.query#oomplalnt,aua-.endcomme"da"Uonvt.CIIMSy

·cscs_••_ •••••T•••• .-. •••••••••"••••.•ART..-...,....,.. ••••• 1•• vernment---lieu_tocon•• rnecI •••••••fer_lut ••••

_ ••.ellot_t..'_...•"...._k> \.to=..:;••ii'-~=~~~{~i'i~j:"!Jly.j

. SMS09088a1656S I: www.o=ont.ct •• ntemabey.n·aov.ph i

The internal procedures in handling the concerns lodged by the publicthrough the CCB are as follows:

Process Flow for Simple Transactions (Turn-Around Time: Two (2)working days maximum)

Client lodges Inquiry ongovernment frontllneservice

Generallst agenttakes action >> Transaction

Terminated

Process Flow for Non-ARTA Concerns (Turn-Around Time: Nine (9) daysmaximum)

Generallst agentrenders action ))Client lodges complex

concern lreferrlng tothose concems such asrequests for assistanceand complaintsrequiring decisions oractions fromgovernment offlcesJ

. A•• ····.. ~ ..

Aaency specialistrenders action ) Generilllst

agent providesfeedback toclient

s , ;.

Process Flow for ARTA·related Complaints (Turn-around Time: 17working days maximum)

Ollntlodpscomplaint (refenlnl toARTA-r.1Itedcomplaint such asslow process~non-obselVlllCe of the nonoon bIn" policy anddlSClOUrtISyoffrontlll~"' __ 1pn>vI

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••~Concerns on non-member agencies, whether ARTA-related or non·ARTArelated, are escalated to the CSC Special Action Team (SAT) for furtherscreening of valid complaints and preparation of referrals. For example, arequest for provision of a basketball court or a report on an open-manholeare treated as feedback and are simply referred to a specific agency forinformation. Tickets are immediately closed with information to the clientsthat their reports are referred to the agency for information andappropriate action. However, ARTA-related complaints such as, but notlimited to, Discourtesy and Non-observance of the No Noon Break Policyare referred and monitored by the SAT until final action is taken by theagency. The client is provided feedback on the corrective measures,assistance or process improvements undertaken by the agency.

In instances when the client is not satisfied with the decision of theagency, then he/she is advised to file a formal complaint following theprocedures under the Revised Rules on Administrative Cases in the CivilService (RRACCS). Pursuance of such action is the complainant'sdiscretion.

,MD, MSc

E. CCB Project Manageme'nt

The Public Assistance Center (PAC) under the CSC Public Assistanceand Information Office (PAIO) is created, anchored on the ARTA provisionthat mandates all government offices or agencies to establish a publicassistance/complaints desk. While each frontline service office of theCommission has a public assistance and complaints desk, the PACserves as the central unit responsible for the management and operationsof existing public feedback mechanisms of the Commission including thecce project.

The PAC works closely with the ARTA Project Management Unit byproviding information generated from the CCB which are essential in thevalidation of excellent ratinqs of prospective frontline service offices thatmay qualify for the Citizen Satisfaction Center - Seal of Excellence Award.Public feedback gathered through the CCB also forms part of the NationalReport of Findings or the consolidated results of the Report Card Surveygiven to goverlnment aqencies. Data from the CCB shall further be usedfor policy directions and initiatives to be proposed in the annualimplementation of the Commission's ARTA program.

I

The PAC shall publish and promote success stories and commendationsfor agencies' prompt action to clients' feedback through the CCB website,regular publications, media guestings and regular radio program. It shallalso create a dashboard of tickets referred to agencies and their status,which will be published in the CCB website.

Heads of government agencies shall ensure prompt action on the public'sconcerns at all times. They shall designate a focal person or unit to address theneeds of the public. They shall also ensure the posting of the CCB poster in allfrontline service offices.

Failure on the part of the agency to timely respond to the public'sconcerns may be a ground for administrative sanctions under the ART A of 2007and/or the Republic Act No. 6713 or the Code of Conduct and Ethical Standardsfor Public Officials and Employees.

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