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Perak towards 3Q: Quality opportunity, Quality income, Quality living Government Delivery System:

The Effectiveness of Local

Authorities in Perak

Office Address:

Kulliyyah of Architecture and Environmental Design

(KAED), International Islamic University Malaysia,

Jalan Gombak, 53100 Kuala Lumpur, MALAYSIA

Mailing Address:

P.O Box 10, 50728 Kuala Lumpur

Tel: +603 6196 5226/5221 Fax: +603 6196 4864

E-mail: [email protected]

Website: www.iium.edu.my

Introduction to the team of researchers

Employment policies Tourism pangkor Effectiveness of local authorities

Public transport in Kerian

Prof Sr Dr Khairuddin A Rashid (lead researcher) (procurement and public private partnership)

Prof Dato Dr Mansor Ibrahim (lead Researcher) (tourism planning and environmental resource management

Assistant Prof Dr Mariana Mohamed Osman

Asst Prof Dr Syahriah Bachok (PHD in Traffic Engineering)

Assistant Prof Dr Mariana Mohamed Osman (Phd in community development and Governance

Assistant Prof Dr Mariana Mohamed Osman Assistant Prof Dr Syahriah Bachok

Associate Prof Dr Mohd Zin Mohamed (local government and public administration)

Asst. Prof Dr Mariana Mohamed Osman

Assistant Prof Dr Syafiee Shuib (Phd in Affordable Housing)

Muhammad Faris Abdullah (Phd in GIS and land use planning

Asst Prof Dr Syahriah Bachok Prof Dr Mansor Ibrahim

Suzilawati Rabe (Phd Candidate in regional economic ) Shazwani Shahir (Master of Built Environment Siti Aishah Ahmad (BURP)

Shaker Amir (Phd candidate in Tourism Economic) Anis Sofea Kamal (BURP) Siti Nur Alia Thaza (MSBE)

Nurul Izzati Mohd Bakri (MSBE) Nuraihan Ibrahim (MSBE) Tuminah Paiman (MSBE)

Zakiah Ponrohono (Phd candidate in sustainable transportation) Ummi Aqilah (MSBE) Azizi Zulfadli (MSBE) Siti Hajar (BURP) Sadat (BURP)

EXECUTIVE SUMMARY

• Innovation and transformation in service delivery are taking place around the

world as governments recognize the value that can be achieved through

innovation and transformation for desired policy outcomes and increased citizen

trust in government.

• Citizens have come to expect the same level of services from government that

they experience in the commercial sector. Previous research shown that there is a

strong link between quality of services and the trust and confidence citizens have

in their government. Thus, some governments are adopting truly innovative

practices that effect changes in service delivery to their citizens.

• This research aims in evaluating the performance of the service delivery by

PBTs in Perak. The current issues regarding service delivery by PBTs in Perak

were highlighted and analyzed to recommend better strategies and action plan for

improving service delivery of PBTs towards a world class status. Therefore, this

research highlighted some of the project outcomes and key features of the project

that would directly emphasize the focus of this research in evaluating the

effectiveness of local authorities in delivering their services to the people of Perak

“state and local government as a catalyst for economic development and

growth that is supported by the efficient delivery system”.

(Perak Amanjaya Development Plan 2015)

Study Aim & Objective

EXECUTIVE SUMMARY

To evaluate the performance of service delivery by PBTs in Perak

To suggest strategies and action plan for improving the service delivery of PBTs towards a world class status

To identify the current issues regarding service delivery of PBTs in Perak

• The research aims at evaluating the effectiveness of service delivery at PBT in Perak.

• Local government -plays as important roles to promote economic growth that are robust to any business and

industrial activities, and promotes quality living environment

for the people.

• Good government delivery systems will always importance in ensuring the people’s satisfaction level are

achieved.

• An assessment of people‟s satisfaction level -used as a yardstick to evaluate the performance of the local

authorities’ service quality and implementation policy.

However, citizens normally are not aware of the procedures and expectations that govern service providers’

conduct in the realm of service delivery. This lack of

transparency obstructs governmental effectiveness and creates numerous opportunities for corrupt and

unaccountable practices and this is why government is

often categorized as being slow, bureaucratic and

rarely innovative

PROBLEM STATEMENT

Preliminary Study

Formulation of problem statement, goal and

objectives and the scope of the study

Literature Review

Data Collection

Primary Data

-questionnaire survey

-interview

-observation

Secondary Data

Information such as from books,

journals, reports, articles, internet and

etc related to the research topic.

- Information from related agencies

Data Analysis

Findings, Recommendations, Conclusion

Phase 1 (Preliminary Study)

Phase 2 (Literature Review)

Phase 3 (Data Collection)

Phase 4 (Data Analysis)

Phase 5 (Findings and Output)

Mo

nth

1 u

ntil 2

M

on

th 3

M

on

th 4

un

til

5

RESEARCH METHODOLOGY

DATA REQUIREMENT DATA SCOPE SOURCE OUTPUT

Functions of various

department from

selected PBTs

– Lists of various departments from

selected PBTs in Perak

– Functions of each department

Secondary Data

Selected PBTs in Perak

Policies and Strategies in

improving the services delivery

of PBTs in Perak in term of

accessibility, transparency and

reliability of services provided.

Types of services

provided

– Lists of services that are provided from

various departments of selected PBTs

in Perak

– Public access to the services

– Transparency of the information

– Reliability of the services

– Issues and problems

Secondary Data

Selected PBTs in Perak

Primary Data

Interviews

Questionnaires

Types of online services

(e-government)

– Lists of online services that are

provided from various departments of


– Public access to the services

– Transparency of the information

– Reliability of the services

– Issues and problems

Planning and

Development

– Level of citizen participation in

development process.

– Time frame for the approval of

planning permission

– Building control Secondary Data

Selected PBTs in Perak Law and Enforcement – Types of enforcement that has been

gazzetted

– Level of integrity of the enforcement

officers

SURVEY REQUIREMENT DATA TYPES OF SURVEY WHAT TO FIND EQUIPMENT

Primary data on

types of services

provided

Questionnaire survey – Lists of services that are

provided from various

departments of selected

PBTs in Perak

– Public access to the

services

– Transparency of the

information

– Reliability of the

services

Stationeries

Set of questions

Survey form

Primary data on

types of online

services (e-

government)

Questionnaire survey – Lists of online services

that are provided from

various departments of


– Public access to the

services

– Transparency of the

information

– Reliability of the

services

Stationeries

Set of questions

Survey form

PROJECT OUTCOME AND KEY FEATURES OF THE PROJECT key features

Strengthening the efficiency and integrity of district and local administration of in

Perak to better serve the public.

Implementing e-government to all PBTs in Perak that could improve the access

and quality of delivery system.

Competent leadership and civil servants

Increasing in revenue and its catalyst

Identifying the current issues and

problems regarding service delivery of

PBTs in Perak.

Evaluating the performance of service

delivery by PBTs in Perak

Standard guidelines regarding

government services delivery that will be

applied by the PBTs and related

agencies.

Providing strategies and action

plan for improving the service

delivery of PBTs in Perak.

Systematically documenting the current

management and operation of data gathering,

processing, analysis and dissemination system

of the delivery system of PBTs in the future.

Project Outcomes

Research

activities

2012

August September October November December

Finalising proposal

Literature review

Inception report

Data collection

Data cleaning

Data analysis

Interim report

Report writing

Technical report

First draft

Final drafts

No. Tasks Expected Month to be Completed

Inception Report October 2012

Technical Report December 2012

1st Draft December 2012

Final Draft / Action Plan End December 2012

RESEARCH GANTT CHART

•Local governments are the best place to

deliver services to local communities within

their area and districts. Source:(Local Government Advisory Board, 2008)

•Thus, local governments need to be more

responsive in meeting local needs and being

able to effectively deliver their functions.

There is an essential need to evaluate the

local government’s performance as the

public is concerned about quality services

and the greater roles expected from local

governments. The efficient allocation of

resources by local governments remains an

important issue to be addressed. (Cathy, 2008)

LOCAL GOVERNMENT

•The local government is an important actor in

providing public goods and services to every group

of people that lives within their localities through

performing efficient and effective service delivery,

predominantly to those who currently have little

access or even no access to these services

• The services provided of local authorities (LA)

under the Local Government Act 171 can be outline

as below: •Housing services

•Anti-social behaviour

•Planning

•Sport and leisure facilities

•Social services

•Community and youth services

• Highways and transport

•Garbage Collection

LOCAL GOVERNMENT IN MALAYSIA

Service Delivery

Local government accountability

Customer Satisfaction

•strategic process of heating up local

communities and a way of increasing their

awareness of and expectations for local

government authorities. (Owusu, 2008).

•Arise from the transition of management in

the local government-inspired by a vision

geared towards the developmental role of

local government (Mzini, 2011) and this is

perhaps how Local government is largely

associated with the term ‘service delivery’.

•the state of mind that clients have about an

institution when their expectations have been met or

exceeded over the lifetime of the product or service.

(Mzini, 2011)

SERVICE DELIVERY

FINDINGS

• Perak Administrative Division

Rank Districts Population (2009) 1 Kinta 846,300

2 Larut,

MatangdanSelama

320,100

3 Manjung 239,400

4 Hilir Perak 232,800

5 Kerian 196,500

6 Batang Padang 191,900

7 Kuala Kangsar 176,000

8 Perak Tengah 116,500

9 Hulu Perak 114,900

10 Kampar 98,534

NOT TO SCALE

LOCAL AUTHORITIES ( LA/LAS) IN PERAK ACCORDING TO DISTRICTS

Districts Local Authorities

City Municipal District

Kinta Ipoh City

Council

Batu Gajah District Council

Larut, Matang &

Selama

Taiping Municipal

Council

Selama District Council

Manjung Manjung Municipal

Council

Hilir Perak Teluk Intan Municipal

Council

Kerian Kerian District Council

Batang Padang TanjungMalim District Council

Tapah District Council

Kuala Kangsar Kuala Kangsar Municipal Council

Perak Tengah Perak Tengah District Council

Hulu Perak Gerik District Council

Lenggong District Council

PengkalanHulu District Council

Kampar Kampar District Council

• 10th Malaysia Plan- represents a plan by the people

and for the people.

• Ideas related in Tenth Malaysia Plan (2010-2015) to

the betterment of effectiveness and efficiency in local

government including:

– Idea No. 8: Supporting Effective and Smart

Partnerships

DELIVERING EFFECTIVENESS AND EFFICIENCY IN LOCAL GOVERNMENT ACCORDING TO TENTH MALAYSIA

PLAN

“Effective and smart partnerships, particularly between the public and private

sector, will be instituted as a mechanism to drive the economic transformation

agenda. The main areas for smart partnerships under the Tenth Plan include:

Catalyzing and accelerating strategic private investment

Partnering to advance industry and economic development; and

Collaborating to support public delivery and social development”

Source: Malaysia Tenth Plan (2010-2015)

DELIVERING EFFECTIVENESS AND EFFICIENCY SERVICE DELIVERY FROM ISLAMIC

PERSPECTIVE

• As mentioned in the holy Quran: “Everyone is held responsible for what he works for” (Al

Muddaththir, 74:38)

• Man, from Islamic perspective is the vicegerent of Allah on earth -

responsibility to manage the earth in a rightful way.

• Allah has given us knowledge so that we can manage all the

aspect in the earth in well-mannered.

• Amanah (trustworthy) - to manage the task given, it is a responsible for every public servant to perform and deliver the

best services and extends their reach and coverage more

effectively and efficiently because citizens expect improvements in

the capacity of the public service to deliver more and better

services at lower cost.

CONT‟…

• Put something in the right place while providing services to the

client/public in the administration-representing the concept of justice

and therefore in this sense that there is no preferential treatment for

one over the other.

• According to Syed Ali, 2009

“justice is not performing biased who leads the institute

which that there is no preferential treatment for one over

the other”.

• concept equality in the administration - ensure that all sectors would

receive the same opportunities based on merit without taking into

account one's race, religion, political leanings or economic status

along with the concept of proper and right manner of administration

and service delivery should be done in order to afford everyone their

rightful place.

DELIVERING EFFECTIVENESS AND EFFICIENCY SERVICE DELIVERY FROM ISLAMIC

PERSPECTIVE

Respondents Background

DATA ANALYSIS

Age Group Frequency Percentage (%)

< 20 years old 22 11

21 – 30 years old 99 49.5

31 – 40 years old 37 18.5

41 – 50 years old 27 13.5

> 50 years old 15 7.5

Total 200 100

Table 1.0: Respondents’ Background According to Age Group

Gender Frequency Percentage (%)

Male 95 47.5

Female 105 52.5

Total 200 100

Source: Questionnaire Survey (2012)

Table 2.0: Respondents’ Background According to Gender


DATA ANALYSIS (questionnaire survey)

Figure 1.0: Distribution of Respondents’ Background according to Ethnicity


87%

6% 5%

2% Ethnicity of the Respondents

MalayChineseIndianOthers

49.5%

14%

9% 4.5%

23%

Organization of the Respondents

GovernmentAgenciesPrivateOrganizationsSelf employed

Academic Staff

Figure 2.0: Distribution of Respondents’ Organizations



Figure 3.0: Distribution of respondents is LA Staff


Table 4.0: Distribution of Respondents Who Worked in LA

Staff of LA Frequency Percentage (%)

Yes 77 38.5

No 123 61.5

Total 200 100

LAs in Perak Frequency

i. Ipoh Town Council 16

i. Manjung Municipal Council 7

i. TaipingMunicipal Council 7

i. Teluk IntanMunicipal Council 16

i. Kerian District Council 20

i. Batu Gajah District Council 5

i. Perak Tengah District Council 6

Total 77



Figure 3.0: Distribution of Respondents’ Household Income


Figure 4.0: Distribution of Respondents’ Education Level

7.5%

32% 25%

14.5% 21%

0%

10%

20%

30%

40%

< RM1000 RM1001 -RM2000

RM2001 -RM3000

RM3001 -RM4000

> RM4001

Household Income of the Respondents

3%

37%

29.5%

23.5%

7% Education Level of the Respondents

Primary School

SecondarySchoolDiploma

Degree



Table 5.0: Living Location of Respondents


Table 6.0: Distribution of Respondents’ Living Location according to Districts

Lives in LA area Frequency Percentage (%)

Yes 148 74

No 52 26

Total 200 100

Districts of Perak Frequency

i. Kinta 55

i. Manjung 22

i. Larut, Matang & Selama 16

i. Hilir Perak 14

i. Kerian 19

i. Perak Tengah 22

Total 148



Figure 5.0: Living Location of Respondents


Table 8.0: Purposes of contacting LA

22.5% 25%

15.5% 16% 21%

0%

10%

20%

30%

None Once Twice 3 Times > 4 Times

Frequency of Contacting LA

Purposes of

Contacting LA

Response of Respondents Total

Yes No

Frequen

cy

(%) Frequen

cy

(%) Frequen

cy

(%)

Advice 54 27 146 73 200 100

Complain 75 37.5 125 62.5 200 100

Payment 94 57 106 53 200 100

Meeting 44 22 156 78 200 100

Others 48 24 152 76 200 100



Table 8.0: Cross tabulation of Respondents’ Organization and Contacting LA for

Payment


Organization Contacting LA for Payment Total

Yes No

No. % No. % No. %

Government 49 24.5 50 25 99 49.5

Private 19 9.5 9 4.5 28 14

Self –

employed

11 5.5 7 3.5 18 9

Academic Staff 5 2.5 4 2 9 4.5

Others 10 5 36 18 46 23

Total 94 47 106 53 200 100

•Types of respondents with reason for contacting Local Authorities is for payment purpose




Payment


Organization Contacting LA for Payment Total

Yes No

No. % No. % No. %

Government 49 24.5 50 25 99 49.5

Private 19 9.5 9 4.5 28 14

Self –

employed

11 5.5 7 3.5 18 9

Academic Staff 5 2.5 4 2 9 4.5

Others 10 5 36 18 46 23

Total 94 47 106 53 200 100

•Types of respondents with reason for contacting Local Authorities is for payment purpose




Payment


Ho: There is no relationship between the types of respondents’ organisation and reason for

contacting local authorities is for payment purposes

H1: there is a relationship between the types of respondent organisation and reason for contacting

local authorities is for payment purposes

Value df Asymp. Sig. (2-

sided)

Pearson Chi-Square 18.624a 4 .001

Likelihood Ratio 19.548 4 .001

Linear-by-Linear Association 8.195 1 .004

N of Valid Cases 200 a. 1 cells (10.0%) have expected count less than 5. The minimum expected count is 4.23.

•Since the significant value of 0.001 is less than the critical values of 0.05,

therefore the null hypothesis can be rejected. It concludes that there is a

relationship between types of respondents‟ organization and frequency of the

respondents in contacting LA for payment.

Respondents’ opinion towards the effectiveness of LAs.


Table 11.0: Respondents’ Opinion on Waste Management Services (n=200)


Waste Management

Frequency of Respondents **RII Rank

Not Related

(Score of 1)

Very Poor

(Score of 2)

Poor

(Score of 3)

Good

(Score of 4)

Very Good

(Score of 5)

Providing solid waste collection services

everyday in city centre

9 16 46 74 55 0.750 1

Providing solid waste collection services

once per two day in other areas

7 18 61 63 51 0.733 2

Grass cutting services 2 times per month

in city centre

13 22 43 77 45 0.719 3

Clearing off tree leaves and branches

which along the road in 24 – 48 hours

12 17 61 78 32 0.701 4

Grass cutting services once per month in

other areas

14 24 51 74 37 0.696 5

Drainage will be cleaned 2 times per

month in city centre

13 38 41 79 29 0.673 6

Drainage will be cleaned once per month

in other areas

16 33 49 72 30 0.667 7

**R.I.I= Relative Importance Index

n= total number of respondents



Table 12.0: Respondents’ Opinion on Licensing and Enforcement (n=200)




Licensing and Enforcement


Not Related

(Score of 1)

Very Poor

(Score of 2)

Poor

(Score of 3)

Good

(Score of 4)

Very Good

(Score of 5)

Decision for new application and issuing of

license given in 1 working day for banners

39 13 44 68 36 0.649 1


license given in 7 – 22 working days for

billboards

35 17 46 76 26 0.641 2


license will be given in 21working days for

commercial premises

37 12 49 80 22 0.638 3

Decision for license application of business

and trading given in 22 working days

45 8 51 66 30 0.628 4

Decision for license application of hawker

given in 14 – 15 working days

44 14 46 65 31 0.625 5

Decision for license application of food

premises given in 22 working days

44 15 39 78 24 0.623 6

Decision for license application of market

given in 15 working days

46 12 46 68 28 0.620 7

Decision given in 15 working days for license

annulment

43 20 40 71 26 0.617 8



Table 13.0: Respondents’ Opinion on Town Planning and Development Control (n=200)




Town Planning and Development Control


Not Related

(Score of 1)

Very Poor

(Score of 2)

Poor

(Score of 3)

Good

(Score of 4)

Very Good

(Score of 5)

Issuing assessment tax bills to tax payers no

later than 15 January and 15 July each year

34 12 36 83 35 0.673 1

Handling payment matters to contractors in

not more than 14 working days after

receiving the completed documents

41 12 33 68 46 0.666 2

Providing decision on all applications of

completed development proposal within 77

days for planning permission application

37 20 31 69 43 0.661 3

Providing decision on application of

approved development proposal within 77

days for engineering application

39 13 43 69 36 0.650 4

Issuing permission permit for earth works in

5 working days

40 17 37 71 35 0.644 5

Preparing decision on objection letter in 2 –

6 months from the date of receiving the

letter

41 11 46 76 26 0.635 6



Table 14.0: Respondents’ Opinion on Front Desk Counter (n=200)




Front Desk Counter


Not Related

(Score of 1)

Very Poor

(Score of 2)

Poor

(Score of 3)

Good

(Score of 4)

Very Good

(Score of 5)

Handling matters regarding customers

in counter on normal days (10 mins –

15 mins)

12 18 41 63 66 0.753 1

Responding to all complaints received

by public (7 working days )

16 14 55 77 38 0.707 2

Handling matters regarding customers

in counter on peak hours (30 mins – 1

hour)

* Note: Peak Hour: January/ February

& July/ August

20 17 48 67 48 0.706 3


by Mass Media (24 hours)

19 18 47 78 38 0.698 4


by Public Complaint Biro (5 working

days)

21 14 57 76 32 0.684 5



Table 15.0: – Square Test on LA in Perak and Handling Matters Regarding Customers in

Counter on Normal Days


Value df Asymp. Sig. (2-

sided)



Linear-by-Linear

Association .196 1 .658

N of Valid Cases 200

Ho: there is no relationship between types of local authorities and the perception of customers on

handing matter in counter on normal Days

H1: There is relationship between types of local authorities and the perception of customers on handing

matter in counter on normal Days.

Since the significant value of 0.002 was less than the critical values of 0.05, therefore

the null hypothesis can be rejected. It concluded that there was a relationship

between LA in Perak and handling matters regarding customers in counter on

normal days.



Table 16.0: Respondents’ Opinion on Public Facilities (n=200)




Public Facilities


Not Related

(Score of 1)

Very Poor

(Score of 2)

Poor

(Score of 3)

Good

(Score of 4)

Very Good

(Score of 5)

Providing adequate number of

Public Hall

14 24 55 79 28 0.683 1


Sport Facilities

13 28 50 85 24 0.679 2


Recreational Park/Playground

12 40 50 75 23 0.657 3


Public Library

20 25 56 78 21 0.655 4


Parking Area

11 42 60 67 20 0.643 5


Public Toilet

18 38 56 64 24 0.638 6



Table 17.0: – Square Test on LA in Perak and Handling Matters Regarding Customers in

Counter on Normal hours


Ho: there is no relationship between types of local authorities and the perception of customers on

handing matter in counter on normal hours

H1: There is relationship between types of local authorities and the perception of customers on handing

matter in counter on normal hours.

Since the significant value of 0.002 was less than the critical values of 0.05, therefore

the null hypothesis can be rejected. It concluded that there was a relationship

between LA in Perak and handling matters regarding customers in counter on

normal hours.

Value df Asymp. Sig. (2-sided)



Linear-by-Linear Association .196 1 .658

N of Valid Cases 200



Table 18.0: – Spearman's Correlation Test: Existing LA in Perak with Provision of Public

Facilities Provided by LA


Ho: there is no a relationship between types of local authorities and the perception of public facilities on

handing matter in counter on normal hours

H1: There is a relationship between types of local authorities and the perception of customers on handing

matter in counter on normal hours.

•The Spearman's Correlation test showed the significant value of 0.015 was less than the critical

values of 0.05, therefore it concluded that there was a relationship between the LA in Perak and

statement of „Providing adequate number of Parking Area‟.

There was a positive relationship (0.172) between LA in Perak and providing adequate number of parking area.

Public Facilities Correlation Coefficient Sig. (2-tailed) No. of Respondents

Providing adequate number of Public Toilet 0.71 0.315 200

Providing adequate number of Public Library 0.114 0.109 200

Providing adequate number of Parking Area 0.172 0.015* 200

Providing adequate number of Public Hall 0.071 0.317 200

Providing adequate number of Recreational

Park/Playground -0.02 0.977 200

Providing adequate number of Sport Facilities 0.018 0.804 200

* Correlation is significant at the 0.05 level (2-tailed).



Table 19.0: Respondents’ Opinion on Services Delivery (n=200)

)




Services


Not Related

(Score of 1)

Very Poor

(Score of 2)

Poor

(Score of 3)

Good

(Score of 4)

Very Good

(Score of 5)

Giving right information on process

that is required by the customers

10 17 53 85 35 0.718 1

Providing services as been promised 11 16 56 88 29 0.708 2

Providing right services that is required

at first attempt

11 19 55 91 24 0.698 3

Providing services and handling

customers’ problems within time

scheduled

9 18 64 86 23 0.696 4



Table 20.0: – Spearman's Correlation Test: perception on the types of LAs in Perak with

Service Delivery Provided by LA


Ho: there is no relationship between types of local authorities and the perception of customers on service

delivery of LA

H1: There is a relationship between types of local authorities and the perception of customers on service

delivery of LA

The Spearman's Correlation test showed the significant value of 0.024 was less than the critical

values of 0.05, therefore it concluded that there was a relationship between the types of LA in Perak

and the perception of respondents on the statement of „Providing services as promised.

* Correlation is significant at the 0.05 level (2-tailed).

Service Delivery Correlation

Coefficient

Sig. (2-tailed) No. of Respondents

Providing services as promised 0.159 0.024* 200

Providing services and handling customers’

problems within time scheduled 0.058 0.411 200

Providing right services that is required at first

attempt 0.134 0.059 200

Giving right information on process that is

required by the customers 0.105 0.138 200



Table 21.0: Respondents’ Opinion on Staff of LA (n=200)




Staff of LA


Not Related

(Score of 1)

Very Poor

(Score of 2)

Poor

(Score of 3)

Good

(Score of 4)

Very Good

(Score of 5)

Expressing good personality and

professionalism while dealing with

customers

8 20 39 84 49 0.746 1

Giving excellent services to the customers 8 18 44 81 49 0.745 2

Giving full attention in helping and

solving customers’ problem

9 17 41 87 46 0.744 3

Willing to solve customers’ problem 8 20 41 84 47 0.742 4

Using appropriate body language while

interacting and dealing with customers

9 22 39 82 48 0.738 5

Dealing customers’ problem with

confident

8 19 45 83 45 0.738 6

Emphasizing the aspect of professional

dress code

11 24 33 83 49 0.735 7

Respecting the customers while in duty 9 22 44 78 47 0.732 8



Table 22.0: Respondents’ Opinion on Customer Service (n=200)




Customer Service

Frequency of Respondents **RI

I

Rank

Not Related

(Score of 1)

Very Poor

(Score of 2)

Poor

(Score of 3)

Good

(Score of 4)

Very Good

(Score of 5)

Customer feeling safe while dealing

with the staff

9 18 36 82 55 0.756 1

Convenient operation hours 10 17 34 92 47 0.749 2

Services provided by LA in your area

achieve your expectation

9 13 44 95 39 0.742 3

Staff applying the concept of

”Customer always Rights” and

“Customer always First”

9 16 44 89 42 0.739 4

Overall services provided by LA in

your area

10 16 39 99 36 0.735 5

Proposed Recommendations for Improvement of Effective and Efficient Service Delivery

Mechanism of LAs in Perak

Continuous training and skilled workshop in order to upgrade the

competency and skills of its workforce.

Establish continues reviewing and simplifying rules and regulation in

order to improve work procedures as well as to speed up the issuance

of licenses, permits and approvals for trade, investment and

commercial activities by strengthening the existing online system.

Providing more service channels such as through email and websites,

media electronic, telecommunication and face to face meeting

Implementing more training programmes on courteous customer

service and public relation

Proposed Recommendations for Improvement of Effective and Efficient Service Delivery

Mechanism of LAs in Perak

Introducing recognition of excellent award program among LAs in

Perak to motivate an effective and efficient service delivery.

More decision centres establishment to enable effective and speedy

decision-making. Inter-agency cooperation will be streamlined and

enhanced to improve information sharing system which can reduce the

bureaucratic red tape issues.

Expanding and strengthening existing One Stop Centres (OSCs) and

service counters,.

Promoting continuous quality management through quality control

circle and continuous monitoring and measuring performances.

Implementing systematic and frequent waste/ rubbish disposal system

especially for Waste and Management Department

CONCLUSION

•The relationship between local government

and civil society always gives critical impact

on the potential for local government to

promote development.

•Therefore, the new paradigm should be

shifted from monopolized governance to

good governance.

•Emphasis more on customer orientated

local government.

Perak towards 3Q: Quality opportunity, Quality income, Quality living

THANK YOU

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