Use the 2007 ARTA as minimal conditions for public service improvement. Use lessons gained from other efficiency-oriented initiatives, such as ISO accreditation, and specific Doing Business programs for improvements on the 2007 ARTA standards and implementation. 

Encourage agency-level initiatives that promote efficiency and ease in government transactions. Support such intiatives with a documentation and monitoring protocol to trace ripple effects of the ARTA or EODB Act on agency- or office-specific programs.

Encourage and support investments to infrastructure and technologies for efficiency and for curbing corruption. This is especially needed for LGUs that do not have enough resources to invest on appropriate technologies.

Minimize hidden costs and all other deviations from prescribed processes. 

Develop a Theory of Change and corresponding results framework for the EODB Act that articulates the various outcome areas (explicit and implied from the law and Doing Business tracks)

Institute a monitoring, evaluation, and learning system and capacities within the Anti-Red Tape Authority, with the CSC, for the RCS and other surveys/data gathering strategies.

• Develop a research agenda that enables regular and disciplined evidence-informed policy-making for the strategy and implementation of the EODB Act, including, for instance:

  • Measuring attribution of agency-level initiatives to the 2007 ARTA as ripple effects

  • Measuring the relative expectations of respondent-clients in order to fully control for major variables that can affect satisfaction

  • Analysis on the different components of the RCS database, such as those specific to the anti-fixing campaign and the PACD

  • Analysis on the RCS results per NGA, GOCC, and especially per LGU, given significant provisions of the EODB Act for local implementation 

• Institute a team of qualified researchers to maximize insight mining from RCS, CCB, and other datasets developed from the EODB Act implementation

• Create a knowledge management and storage protocol to make sure all raw datasets and relevant information are kept through many years

Take lessons from the RCS datasets to inform action on anti-fixing, especially on agencies and offices wherein fixing has been directly reported by clients.

Consider models for incorporating costs clients are willing to pay for efficiency into the main transaction costs (e.g. faster passport processing for higher fees).

Preempt possible unintended consequences on the "fixing market" of the Zero-Contact Policy provisions of the EODB Act, in response to the preference of clients to talk to persons for specific information needed, instead of going through the overwhelming amount of information included in Citizen Charters.

Make the reporting protocols in platforms (web-based, CCB, 888) easier for clients. Specify what kinds of information are immediately needed to substantiate complaints and trigger action from oversight agencies (e.g., CSC, Ombudsman, DILG).

Review strategies and implementation among and within agencies and law enforcement. 

Collate and analyze information from different sources (CSC, Ombudsman) on ARTA law-related cases pending and resolved through the years. Include in the knowledge management strategy and use for evidence-informed policy-making. 

Collaborate with broader integrity and anti-corruption initiatives to leverage on networks, resources, and lessons learned, e.g. Open Government Partnership, United Nations Convention on Anti-Corruption, Sustainable Development Goal #16 (Peace, Justice, and Strong Institutions), among other agency-level anti-corruption programs implemented in national and local levels. 

On the short-term, communicate to frontline government offices and employees on the steps being taken for the transition to EODB Act, including efforts to manage changes on the steeper standards and penalties. 

Collaborate with DBM to harmonize efforts to complete manpower and staffing requirements in agencies and offices. 

Incorporate government employee satisfaction and welfare variables in appropriate data gathering platforms.

Establish a communication protocol between the CSC and agencies so that the RCS results that it provides the agencies will be transmitted and explained to frontline offices and employees. 

Revise existing RCS questionnaire and data analysis process:

• Include qualitative measures of expectations

• Develop a measure of transaction complexity

• Incorporate a relative measure of efficiency

• Use Likert scale to measure satisfaction

• Gather more information on most relevant features

Revise existing RCS methodology

• Create a universe of public services to measure. If RCS scope cannot cover all offices and transactions, focus on agencies and types of transactions as focus points to reflect priority results of the Theory of Change / Governance Roadmap covering certain periods of time.

• Ensure consistency of measurements across time. Shift from reporting pure summary statistics to time-series analyses. Use same methodology across different years.

• Regularly record the RCS scores of a consistent set of offices.

• Do not aggregate data together. 

• Standardize the types of requests responded to by each unit.

• Use mobile/digital applications to collect future data.

• Limit the types of responses across all researchers and agencies.

Impose stricter service levels in responding to complainants and forwarding concerns to offices.

Streamline what CCB measures. CCB should monitor the types of issues that genuinely require additional information versus those that can be directly escalated to offices. 

Ensure that there are clear and consistent metrics for closing complaints. 

Make sure that any data collected is forwarded to appropriate agencies. 

Ensure stricter monitoring on more serious allegations that currently tend to be ignored. 

Review indicators for measuring Citizen Charters to focus on usability to clients. 

Support and encourage innovation on presentation of Citizen Charters. 

Ensure that the PACDs are visible and available to the clients in response to preference for personal interactions and demand-driven, precise information received. 

Ensure that the Citizen Charters develop policies support and uphold inclusive processes, both for the government employees and the citizens themselves. 

Training programs should provide targeted support on features that: (a) are most relevant in determining customer satisfaction, and (b) each office performed poorly in. This will facilitate stronger improvement of overall customer satisfaction. 

Training on CCB concerns is important in standardizing types of responses and ensuring that issues are promptly and ensuring that issues are promptly and effectively addressed.

Create and implement a rational capacity-building intervention plan that specifies which capacities are developed for targeted offices and types of employees.