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Civil Service System in the Philippines 441

Bringing about responsive and efficient delivery of public services has been the focus of public sector reform initiatives especially among the frontline agencies. There have been cases where national and local government institutions have improved the quality and timeliness of their services. Improvements have been instituted in the systems and procedures with the advent of information and communication technology (ICT) and paperless processes have been documented.

21.3.10 Grievance and Redress System

RA 6743 sets the code of conduct and ethical standards for public officials and employees to uphold the time-honored principle of public office being a public trust. It grants incentives and rewards for exemplary service, and enumerates prohibited acts and transactions with corresponding penalties for violations. This policy framework, however, does not guarantee good behavior in the public service. All agencies within the civil service are required to set up mechanisms for grievances: a grievance committee is established within each agency. All grievances of civil service staff are to be resolved at the lowest level possible.

21.4 Development Performance of the Philippine Civil Service

Measuring overall government performance is a daunting task. Economists Kaufman, Kray and Mastruzzi devised a governance performance measurement system based on six dimensions of governance, namely, voice and accountability (VA), political stability and absence of violence (PS), government effectiveness (GE), regulatory quality (RQ), rule of law (RL), and control of corruption (CC).9 See Box 21.3 for details of each dimension.

Table 21.9 presents the governance performance of nine selected Asian countries from 1996 to 2006. Each country follows a color pattern illustrating a simple quartile distribution. The best quartile (over 75th percentile) is in green (with the top 10% colored in darker green), the second best quartile (over 50th) is in yellow, the third (over 25th) is in orange, and the fourth is in red (with bottom 10th in darker red) (Kaufmann, Kraay and Mastruzzi 2007).

In general, Singapore’s performance in all six governance indicators was over the 50th percentile or belongs to the second-best quartile. A solid dark green color pattern is evident in Singapore’s GE, RQ, RL, and CC. Likewise, South Korea belongs to the second-best quartile. On the other hand, Bangladesh, in general, belongs to the fourth quartile. Generally, the Philippines belongs to the lower 50th percentile. It can also be gleaned from Table 21.9 that the Philippines’ ratings on all six governance indicators deteriorated from 1996 to 2006. The following section discusses the results comparing the nine countries on each dimension.

9The governance indicators presented here aggregate the views on the quality of governance provided by a large number of enterprise, citizen, and expert survey respondents in industrial and developing countries. These data are gathered from a number of survey institutes, think tanks, non-governmental organizations, and international organizations. The aggregate indicators do not reflect the official views of the World Bank, its executive directors, or the countries they represent. Countries’ relative positions on these indicators are subject to indicated margins of error that should be taken into consideration when making comparisons across countries and over time.

©2011 by Taylor and Francis Group, LLC

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