LGU

Gubat, Sorsogon Business Permit and

Licensing System (BPLS):
Readiness and Implementation

Patrick Omar B. Erestain
PhD Development Management, Bicol University
patrick.erestain@gmail.com





























Recommended citation:

Erestain, P.O.B. (2018). LGU Gubat, Sorsogon Business Permit and Licensing System
(BPLS): Readiness and Implementation. Legazpi, Albay: Bicol University.

Abstract

The Department of the Interior and Local Government (DILG), the Department of Trade
and Industry (DTI), and the Department of Information and Communications Technology
(DICT) signed a Joint Memornadum Circular (JMC) in 2016 that mandates LGUs to streamline
business permits and licensing system using a revised standard through computerization of
their respective business licensing processes.

This study aims to assess the e-readiness of the Business Permit and Licensing Office
(BPLO) of the municipality of Gubat, Sorsogon. It was conducted in the hope to provide
recommendations in the improvement of business registration process ultimately
encouraging more businesses to file and register.

In the process, it looked at the Management Information System (MIS) of the BPLO,
which is a set of systems and procedures that gather data from a range of sources that can
serve as decision-making tool for the LGU. The BPLO’s MIS is also utilized to improve
processes to make it more efficient, effective, economical, and transparent. There is a
common notion that an information system only refers to the technology or the software
required in order to run a process or to carry out specific analysis by organizations or
businesses. It should be understood that an information system is a combination of both the
tangible and intangible, including technology (hardware, software, and data), network,
people, and the process or steps.

















Introduction and Background

Gubat is a second-class municipality in the Province of Sorsogon that has 11,421.17
hectares in land area, and a total of 19,078.02 hectares of municipal waters and coral reefs. It
has forty-two (42) barangays, thirteen (13) of which are located in the coastline of Gubat Bay.
A long stretch of shoreline characterized by wide and white sand attract beach goers to visit
the town. Located in the East coast of the Sorsogon facing the vast Pacific Ocean, Gubat is
about six hundred kilometers away from Manila, and nineteen kilometers from the provincial
capital.

In 2015, Gubat has a total population of 59,534, a slight increase of about 2,207
individuals from the census year (CY) 2010. The minor increase in population for the past five
years demonstrates the low population growth rate in the municipality. If this trend continues,
it is expected to reach around 63,827 by year 2020.

The town envisions to become a center of agro-ecotourism, trade, industry, and quality
education in the Province of Sorsogon. Agriculture is the main economic resource of Gubat
where most of the population is engaged into farming coconut and palay, and fishing. There
are about 9,921.59 hectares of agricultural land in the municipality. Based on the Community
Based Monitoring System (CBMS) in CY 2011, out of the 12,686 households surveyed, about
35% are engaged in agriculture.

Meanwhile, as the commercial and trade center of the neighboring municipalities of
Pto. Diaz, Barcelona, and Bulusan, the municipality shows an increasing pattern of business
registrations, with a steady number of new registrants in the last three years. However, the
data in 2017 represents only 68% of the total 1,101 business establishments in the municipality.

Table 1. Number of business establishments by industry sectors
Wholesale and Retail Trade Finance
2015 2016 2017

Total number of registered business establishments 469 498 753


Moreover, the results of the assessment of the LGU competitiveness and business-
friendliness from the National Competitiveness Council and Philippine Chamber of Commerce
and Industry’s Business-friendly LGU Awards Program shows that in 2018, Gubat is at the
bottom of overall ranking of all municipalities at 1,064 out of 1,368 entries. Among 1st and 2nd
class municipalities, it ranks at 430 among 490 entries, an improvement of fifty places from its
ranking in 2016. The ranking gives us an idea of how the LGU stands in terms of having a
business-friendly environment for its investors.

 As early as 2010, the Department of Trade and Industry (DTI) and the Department of
the Interior and Local Government (DILG) came up with a Joint Memorandum Circular (JMC)
for the nationwide streamlining of Business Permits and Licensing System (BPLS) for local
government units (LGUs) to speed up issuance of business permits and licenses in order to
encourage a more robust business climate at the LGUs.

By 2016, President Rodrigo Duterte underscored during his first State of the Nation
Address (SONA) that “reforms to ensure competitiveness and promote ease of doing business
will be mandatory”, including for LGUs to automate their systems for processing business
permits. Thus, the immediate passage of Ease of Doing Business and Efficient Government
Service Delivery Act of 2018, which should be implemented by LGUs within three years of the
law’s enactment. The DILG and DTI in partnership with the Department of Information and
Communications Technology (DICT) again signed a JMC that mandates LGUs to streamline
business permits and licensing system using a revised standard through computerization of
their respective business licensing processes.

Literature Review

The business registration process in the Philippines is beleaguered with bureaucratic
red tape and intolerable waiting time (Rappler, 2018). In World Bank’s “Doing Business 2018”
report, the Philippines slipped to 113th among 190 economies (Rosales, 2018). The report notes
that the Philippines currently has the third-slowest business registration process among
ASEAN member nations at 28 days, ahead of only Laos (67 days) and Cambodia (99 days). In
terms of the number of procedures involved, the Philippines is the worst, with 16 steps
involved in a typical business registration, while Singapore leads the region in all respects,
requiring only three procedures and two-and-a-half days to complete a business registration
(Manila Times, 2018). In the current process, a business registrant would need to make 20
different tax and contribution payments and visit multiple agencies costing around 16 percent
of income per capita (De Vera, 2017).

Business permit registration is the first step that every businessman has to take in
order to establish and operate a business in a particular area. It is therefore the first
interaction between the businessmen and the LGUs and as such, is a crucial factor in building a
strong relationship between the private and public sectors (Ateneo School of Government,
2011). However, some of the most common problems encountered by applicants during
business registration are: difficulties in procedures, requirements, customer orientation, and
proximity of offices (DTI, 2006). Dissatisfaction with the inefficient process has resulted to
many business owners to not register and just remain in the informal economy. Consequently,
LGUs are in turn losing out in their bid to generate higher revenues from this particular local
government income source. Clearly, a bigger revenue collection can be translated by LGUs to
improved delivery of basic services for their constituencies (Ateneo School of Government,
2011).

 The DTI identified six good practice categories in BPLS based on the results of the
research done in sixteen LGUs in 2006. These are: process improvement, business one stop
shop, computerization, partnership and participation, information and education, and
customer satisfaction (DTI, 2006). All these point to the suggestion of streamlining the BPLS
in the country. Streamlining means implementing systematic and purposeful interventions to
ease business start-up (e.g., simplifying registration process by reducing the number of steps
and procedures and reducing processing times and cost) (USAID, 2011). Streamliing as a
strategy is suported by a study made by SMEDSEP in 2003, which underscored streamlining
business registration as the most promising area for local reform with regard to visible short-
term impact achievable at low cost (Keppel, Binh, & Spatz, 2006).

The legal basis for the current BPLS to streamline is RA 9485 or the Anti-Red Tape Act
(ARTA) of 2007. The ARTA requires government instrumentalities and LGUs to deliver public
services efficiently by reducing red tape. It identifies five aspects of service to be simplified: (1)
steps in providing the service, (2) forms used, (3) requirements, (4) processing time, and (5)
fees and charges. It also limits the number of signatories to five per request, application, or
transaction and provides legal sanctions for non-compliance with the standards (USAID 2011).
With regard to the different types of transactions, government agencies are now required to
adhere to the following fixed processing times: three working days for simple transactions,
seven working days for complex transactions, and twenty working days for highly technical
transactions (Manila Times, 2018). In 2017, former Interior Undersecretary Austere A.
Panadero said that at least 80 percent of LGUs are already able to process and release its
permits in one to two days (Rosales, 2018). In effect, streamlining can accelerate revenue
mobilization, improve expenditure management, and increase access to finance for better
service delivery and growth promotion (USAID, 2011).

The use of information and communication technology (ICT) hardware and software
applications in the BPLS, particularly for purposes of assessment, payment and data banking
(DTI, 2011) is one streamlining strategy, and could enhance the simplification of the BPLS
(BMSMED, 2008). More than the acquisition of computers to be used as glorified typewriters,
however, this involves investing in advanced computer systems specifically designed to
facilitate the BPLS by automating the assessment and payment transactions, as well as the
generation of reports. In recent times, the government has widely promoted the use of ICT to
streamline BPLS. Some of the software that is being used is the e-BPLS by the National
Computer Center. (NCC) With the new BPLS standards in place, government intends to
redevelop e-BPLS and review other BPLS software currently available in the market. The
objective is to assist LGUs in choosing appropriate IT solutions for streamlined BPLS (USAID,
2011).

Many LGUs that adopted e-BPLS and other software have reported impressive
accomplishments (USAID, 2011). One such LGU is the municipality of Carmona, Cavite when it
initiated the development and implementation of e-BPLS, which offers end-users with
innovative features to make the business permit process more accurate and speedy. The
system introduced a systematic approach to streamlining the business permit and licensing
process of the LGU (DAP, 2018). The e-BPLS has become a useful tool to support the LGU’s
effective management of information in terms of speedy knowledge processing to achieve
organizational objectives. It greatly contributed to the improved performance and
competitiveness of the LGU’s business permit and licensing process. The unique features of
the system, such as the assignment of unique code to business permit for tracking purposes
and the generation of customized reports, made information management efficient and
effective (DAP, 2018). Through e-BPLS, time and effort in business registration and renewal
was trimmed down. The improved process brought about positive change to the performance
of service personnel, which created a positive image to the LGU in terms of service delivery
and transparency (DAP, 2018).

Utilizing ICT to streamline business transaction processes is not a new practice. As
early as 1996, the City of Naga was already recognized by Galing Pook Foundation for its
computerization program of its BPLS. The program is built around three components: the
management information system, geographic information system, and minimum basic needs
data base. The experience of Naga told us that its computerization provided a dependable
data base for more effective decision-making, and made the city administration more
responsive and competitive. Because of this program, Naga city was able to deliver excellent
services to its beneficiaries by integrating revenue generation and social development (Galing
Pook, 1996).

However, automation and computerization as a strategy has accompanying costs in
the acquistion of equipment, software development, and training of personnel (BMSMED,
2008). Therefore, the costs and benefits of computerization must be understood before any
decision to automate. Small towns and municipalities must be circumspect in purchasing
computer hardware, especially if the local business sector is underdeveloped (USAID, 2011).

The government shall endeavor to promote economic development by creating an
enabling environment for businesses (DTI, 2006). With the aim to capacitate LGUs toward this
direction, the DICT gathered LGUs and key stakeholders at the e-BPLS Summit in 2017 (DICT,
2017) to announce the move of the department to develop and make available computer
application software to automate local government processes in the coming months. The
system to be made available to LGUs aims to automate the process of recording, assessment
and issuance of business permits (Philippine Star, 2016). The ultimate goal is for business
registration to be available online, anytime, anywhere; payment made available online; and,
license or permit issued electronically, where possible (Luz, 2017).

LGUs that have implemented an e-BPLS realized increased efficiency in the delivery of
services, improved citizen engagement in government, and increased revenue collection.
Other benefits are greater transparency, further convenience, less corruption, and reduced
cost (DTI, 2006). The reward is usually a more productive, efficient, transparent, and
accountable BPLS that also leaves clients well-satisfied (BMSMED, 2008). Moreover, as a form
of administrative reform, the benefits of simpler procedures can be observed easily and the
cost of simplification is relatively low. Streamlined business registration procedures at the
local level can save local governments and businesses time, money, and other resources. Thus,
reduced costs and time saved by businesses in securing the business permit can be used
instead to promote their economic activities (BMSMED, 2008).

BPLS reform entails change management involving policy, people, processes,
programs, and institutions. But all change begins with the will to change. The key factor in
successful BPLS reform is firm political resolve to introduce reforms. Political will must be
matched with institutional knowledge and resources (USAID, 2011).

Methodology

The study aims to assess the e-readiness of the Business Permit and Licensing Office
(BPLO) of the municipality of Gubat. It was conducted in the hope to provide
recommendations in the improvement of business registration process ultimately
encouraging more businesses to file and register.

As a secondary source of data, review and analysis of document reports, survey results,
manuscripts, journals, and policy were done. Next, a review of the current information
systems model and procedures, including its human resource complement, hardware
(equipment, machines, etc.), software (programs and/ or applications), and network was
pursued.

One-to-one semi-structured interviews were conducted to pre-identified key
informants in order to elicit valuable and in-depth information on the efficiency and
effectiveness of the current business permit and licensing system, and in order to present
suggestions how to streamline the process. A survey questionnaire to the BPL Officer was
facilitated to gauge the preparedness of the LGU to utiize ICT as a strategic tool for
streamlining the BPLS.

Results

The Current Setup: BPL Systems Flow

The LGU utilizes a combination of manual and locally-developed management
information system by an in-house staff for its Business Permit and Licensing Office (BPLO). It
was in 2009, according to Jun Listana, Supply Officer of the municipality and the one who
developed the program, when after a training on MS Acess by a group of LGU employees from
a volunteer that he decided to apply his learning and develop the system. Previous to that,
the municipality was using MS Excel as its program in executing data for its business permit.


 Figure 1. The Current BPL Systems Flow

In the current set-up, an applicant would submit the application form to the BPL
Officer. The officer assigned reviews the document and verifies application details. If
applicant has previously registered, information such as business owner, address, nature of
business, size of business, payments made in the past, or if arrears are due and demandable
can be viewed in the system. If new, the officer encodes details to the system.

The next step is to secure the permits from sanitary, fire, and building officials. The
nature of assessment required would be dependent on the nature of business such as
restaurants, which has additional measures from the sanitation office. In peak months of
business registration, which is from January – March of each year, these offices convene at
the Business One Stop Shop (BOSS) of the municipality. The rest of the year, they go back to
their corresponding offices, which are geographically distant from each other.

Once all documentary requirements are ok, a Tax Order of Payment (TOP) is issued
reflecting all the amount payable, including fines and penalties when necessary. Over the
counter payment is made at one of the four cashiers at the Muncipal Treasurer’s Office (MTO).
After payment, the receipt is presented back to the administrative staff of the BPLO, which
encodes details of payment made to the computer that is linked and synched to the computer
of the BPL officer. Finally, a printout is made for the signature of the mayor. If the mayor is
present, the application process is done in sixty minutes and the permit can be issued
immediately.
Human Resources

Table 2. BPLO Human Resource Complement

Position Number Status

Municipal Treasurer 1 plantilla

Licensing Officer 1 plantilla – designate

BOSS Administrative Staff 1 plantilla

Cashier 3 job order
1 plantilla
IT Personnel 0 n/a


The BPLO is directly under the Municipal Treasurer’s Office (MTO), which is headed by
the Municipal Treasurer. However, previous years experience and to ensure exigency of the
delivery of service, the BPLO is also under the direct auspices of the Mayor’s Office. The
municipality has designated Mr. Frederico Monteverde as its BPL Officer. While there is no
permanent IT officer, Mr. Listana, the one who developed the program for the BPLS is
assisting the BPLO in matters related to ICT. When not around, other LGU employees who
are deemed knowledgeable in ICT support the BPLO in its ICT needs including
troubleshooting. For its part, the BPL Officer said to have received some trainings on Visual
Basic, MS Access, and other capacity-building interventions from DTI or DICT on matters
regarding BPLO operations, policies and guidelines, and new directions such as automation
and computerization via e-BPLS.

Policy Support

Guided by the principles of reducing bureacratic red tape, the BPLO is strongly
implementing RA 9485 or the Anti-Red Tape Act (ARTA) of 2007. The simplified BPLS of the
municipality is consist only of four steps and four signatories to be completed in under sixty
minutes. With the implementation of the Ease of Doing Business and Efficient Government
Service Delivery Act of 2018, it is fully commiting to improve further the BPLS. It has now
signed a MOA with DICT and has sent three of its staff for the training in support of its
implementation. For now, it is using its Local Revenue Code as the guiding principle in the
operation of the BPLS.



BPLS ICT Architecture

Figure 2. BPLS Network

Although a 2 MBPS wifi connection is availalbe at the BPLO, the BPLS is currently
connected through a local area network (LAN) supported by two routers and one server inter-
linking six personal computers and four printers. Through the network, data and information
is accessible and viewable among the BPLO, MTO, and the cashier. However, it is only the BPL
officer and the BOSS administrative staff who has the access to the editable version of the MS
Access program. Mr. Listana, serving as the system administrator has access to all the
desktops in which the program is installed. In support of the operations, the following are the
hardware components at the different offices:

Table 3. BPLO Hardware Components

Equipment Number Specification
personal computers 6 Windows 2007

printer 4 LX 310

router 2

UPS 2

generator set 1
Software Component

The six computers are running on Microsoft Windows 2007 as its operating system.
Meanwhile, the BPLS program runs on MS Access, which was developed by Mr. Listana
designed according to the existing procedure of the BPLO. It has yet to get any updating
since its development in 2009. The MS Access program is used to process business
application, assessment, payment, and issuance of permit.

Figure 3. The MS Access Interface of the BPLS

Discussion and Recommendations

When asked about its readiness for the implementation of the e-BPLS, all of the
stakeholders said that the municipality is ready. With the full support of the Mayor, the
guidance of DICT, and the push of its Municipal Administrator, the BPLO is confident that it
can face the transition to automation with full confidence.

However, the willingness of its people is but an intangible part of the whole
Management Information System (MIS) that should be put in place to optimize the output of
the BPLS by connecting the operating systems through the medium of information exchange.
The concept of MIS is a set of interrelated components that work together to collect, process,
store, and disseminate information to support decision-making, coordination, control, analysis
of an organization. It is also utilized to improve processes to make it more efficient, effective,
economical, and transparent.

It should be understood that an information system is a combination of both the
tangible and intangible, including technology (hardware, software, and data), network,
people, and the process or steps.
The 6 Ps of the BPLS MIS Improvement

Plan

The ICT Plan would embody what the LGU intends to do in order to create a
favorable climate for businesses. It should involve the investigation of the market, technical,
financial, economic, and operational viability of computerization and automation. It should be
able to establish the various term-goals vis-à-vis the vision of the municipality. Specifically,
the plan should also look into alternative technical schemes to attain its objectives for the
BPLO including possible size, location, process; and physical, financial, and resource
requirements. The plan should also be able to determine whether the project generates
sufficient benefits to offset estimated investment and operating costs. Finally, the ICT Plan
should be able to identify the most suitable legal, administrative, and organizational
arrangements to ensure smooth implementation.

Policy

To ensure sustainability, policy support should be in-place aligned with national
laws and regulations. The Local Revenue Code of the municipality has not been updated since
2005, which makes most of its provisions obsolete to the demands of the times.

People

All change begins with the will to change. The key factor in successful BPLS reform
is firm political resolve to introduce reforms. The LGU is fortunate to have a local chief
executive who is progressive in her agenda that her buy-in to the idea of computerization and
automation is unwavering. It is also commendable that despite the absence of an IT
personnel, LGU staff initiated ways in order to install mechanisms that would make the
operation of the BPLO more efficient and effective. With this, there is real necessity to create
an ICT office, or at the very least a plantilla position for an ICT personnel that would be
dedicated in the implementation of ICT program of the LGU. Moreover, the plantilla for the
BPL Officer shall likewise be created. It should be noted also, that political will must be
matched with institutional knowledge and resources. Continuous capacity-building and
training should be accorded to the BPLO staff and personnel.

Partnership

Public-private partnership would be an essential strategy in order for reforms to be
fully implemented and integrated. In this regard, a Memorandum of Agreement (MOA) has
already been signed to avail the software developed by DICT. With this software, the DICT
grants access to the municipality for its use, including the necessary service for its installation,
configuration, set-up, data base build up, and technical support during the implementation of
the system. Other partnerships should also be pursued, like Landbank to link the LGU to its
ePayment collection gateway.
Process

As mentioned earlier, LGU utilizes a combination of manual and a locally-developed
management information system by an in-house staff for its Business Permit and Licensing
Office (BPLO). Since its installation, the program has yet to upgrade despite the increasing
number of business registrants year on year. The good thing about this is that the program is
not dependent on the low bandwith of internet connection of the municipality.

E-BPLS System Architecture

DICT’s Electronic Business Permits and Licensing System (e-BPLS) is a cloud-based
application software system that allows business owners to file their application for busines
permits online and enable LGUs to process the applications electronically. This system
standardizes the business process flow in the application of business permit and license and
provides a fast turnover time in the processing. The tedious manual processes that required
much applicant follow-ups are replaced by as system that enables applications, queires on
approval status, as well as tax dues (DICT. n.d.).

Figure 4. e-BPLS ICT Architecture

The e-BPLS shortens the processing time and provides up-to-date information on
the status of applications to the business owners and to the LGU users. The following is the
discussion of the proposed system flow based on the requirements and prescription of DICT
(DICT, 207):

Figure 5. Proposed e-BPLS Flow

Main System Modules

1. Application – facilitates the application for new or renewal of business permit. The form
used is the unified form prescribed by the DTI-DILG-DICT JMC, which contains all the
information required by the LGU and other concerned offices such as the Bureau of Fire
Protection (BFP). Online applications and walk-in applications are supported.

2. Assessment – the setup for the schedule of fees or the rules governing the computation of
the collection for business taxes, fees, and charges are initially set prior to using the e-
BPLS. This is based on the existing rules of the LGU as prescribed and set by the LGU’s
Local Revenue Code. The BPL Officer sets this. Once all the rules and schedule of fees are
set per line of business or in general, tax order of payment (TOP) will be automatically
generated. Rules on the computation of interest, surcharge, and penalty are also set.

3. Endorsement – this refers to the process of endorsing the application or giving clearance
on such application based on the filled out application form, documentary requirements,
existing records for renewal (based on inspection reports, compliance/ noncompliance
reports, positive/ negative list, etc.) in compliance with existing local and national laws.
The endorsing offices are the internal offices of the LGU such as the Municipal Engineering
Office (building), Sanitary Inspection Office, and the Bureau of Fire Protection.
4. Payment – payment schedule such as the annual payment, semi-annual, and quarterly is
set by the LGU. Cash payment, cheque, and combined mode are supported. Payment can
also be done over the counter or via online payment (this depends on the electronic
payment provider of the LGU, e.g. Landbank, GCash, etc.). With this, generation of official
receipt (OR) can be done using the existing pre-printed OR or through electronic receipt.

5. Permit Issuance – after the completed clearance from all the endorsing offices, only then
that the business owners can proceed to payment. After payment, the BPL Officer or the
Office of the Mayor can print the business permit. Business permit can be emailed to the
applicant or printed by the LGU and be claimed by the applicant.

The system users are the authorized e-BPLS users of the LGU. Their access levels
are the defined functionalities they can perform at the system. The following are the
different user types and their respective roles and responsibilities:

1. System administrator – this is performed by the MIS of the LGU, or any unit performing
this function, with the following responsibilities:

a. Maintain the e-BPLS and back up the system and its database
b. Create and assign user accounts
c. Ensure the users access to e-BPLS
d. Build and maintain the data references
e. Activate and deactivate users
f. Unblock LGU users

2. Business Permit and Licensing Officer

a. Build and maintain the data references
b. Setup the schedule of fees
c. Input/ process applications
d. Review and approve applications
e. Generate system reports
f. Perform re-assessment
g. Generate notices and reminders
h. Generate the business permit

3. Treasurer

a. Setup the schedule of fees
b. Perform re-assessment
c. Generate system reports
d. Collect payment
e. Generate official receipt
4. Endorsement Offices – Sanitary Inspection, Building Official, Bureau of Fire

a. Review the application details and documentary requirements
b. Set/ input required fees and charges
c. Mark the application as completed based on the inspection and compliance

Peso

However, automation and computerization as a strategy has accompanying costs
in the acquistion of equipment, software development, and training of personnel (BMSMED,
2008). Therefore, the costs and benefits of auto automation must be understood before any
decision to automate. Small towns and municipalities must be circumspect in purchasing
computer hardware, especially if the local business sector is underdeveloped (USAID, 2011).

Currently, other offices at the LGU have software applications installed by a private
provider of electronic solution, which the LGU pay on an annual basis, but it does not cover
the BPLO. Recently, a private firm offered the LGU another product that would focus on
revenue generation processes including real property tax administration, amellar collection,
and business permit licensing system. The proposal covers software applications and licenses;
project management and implementation; software installation, customization, and
modifications; technical supervision on document imaging and database construction;
training; post-implementation technical support services. For hardware particulars, it includes
database server, workstations, printers, and local area networks. The total package cost is
PHP 12,859,833 (Amellar Solutions, 2017).

Although the LGU recognizes that long-term financial and other benefits would far
outweigh the initial investment costs, the aforementioned amount is already almost ten
percent of the annual internal revenue allotment (IRA) of the LGU. Meanwhile, the e-BPLS
being offered by DICT is free. Apart from this, DICT would also be responsible for undertaking
all the project-related activities; provide system installation service, which shall be limited to
the loading of the application software to the required ICT devices; provide IT support in the
configuration, set-up, and testing of the software; conduct users training for system users;
provide technical support during the database build-up and pilot stages; and provide support
during the implementation of the system (DICT, n.d.).

It’d be the responsibility of the LGU to provide human resource complement and
the necessary ICT resources such as workstations, backup on premises or cloud-based,
servers, Internet connectivity, software, network, and other necessary hardware (DICT, n.d.).
Based on the e-readiness survey conducted by DICT, most of these requirements are already
available at the municipality in order to jumpstart the automation of the BPLS (DICT, 2016).
The other budget consideration to consider next is to upgrade the software and hardware
components, and investing on creating a plantilla position for IT and BPL officers. This should
be taken into account given the Personnel Services (PS) ceiling of the budget of the
municipality.
Conclusion and Implications

Figure 6. The Business One Stop Shop (BOSS) of LGU Gubat

Although its phases (and the hardware and software components) appear
sequentially separated and functionally differentiated, the MIS of the BPLS is actually a
continuum, wherein the phases and sub-systems continually interface back and forth. To say
that it is only computer-based system may mean losing sight of the fact that one is also
dealing with people; or to say that running data through a system is separate from people is
irrational, because such data assist decision-makers by providing information at various stages
of decision-making and thus helping the LGU to achieve its goals and objectives. The different
components of an MIS are a synergistic process in its entirety.

MIS deals with the effective management of data into useful information that can
be used for practical purposes. It has found its widespread application in many facets of our
lives its benefits have been incalculable. The use of ICT as a governance tool has been both
critical and strategic for the government to meet its primary mandate of providing public
goods and services in the most effective and efficient manner (Amellar Solutions, 2017) .

Although not all has succeeded on their first try, it was observed that LGUs that
have implemented e-BPLS realized increased efficiency public service delivery mechanisms,
better record management, improved citizen engagement in government, and increased
revenue collection. Other benefits are greater transparency, further convenience, less
corruption, and reduced cost. LGUs should leverage ICT not only as a strategic management
tool, but also as a development strategy to enable them to respond to the dynamic demands
of its constituents.

So, is LGU Gubat, Sorsogon ready to implement the e-BPLS?

Indeed.
References

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Author’s Biography

The author is the current Municipal Administrator of LGU Gubat, Sorsogon. He has
more than seventeen years of experience in humanitarian and development works having
served as program manager and supervisor for British Council; Voluntary Service Organization;
Department of the Interior of Local Government – Local Government Academy; De La Salle
College of St. Benilde; and, Globe Telecom. At present, he is taking his PhD in Development
Management at Bicol University. He finished his Master of Community Development and
Bachelor of Arts in Public Administration at University of the Philippines Diliman. He is also an
alumnus of International Academy of Leadership in Gummersbach, Germany.