Office Address: Kulliyyah of Architecture and Environmental Design (KAED), International Islamic University , Jalan Gombak, 53100 , 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

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

Government Delivery System: The Effectiveness of Local Authorities in Introduction to the team of researchers Employment policies Tourism pangkor Effectiveness of local Public transport in authorities Kerian Prof Sr Dr Khairuddin A Prof Dato Dr Mansor Assistant Prof Dr Mariana Asst Prof Dr Syahriah Rashid (lead researcher) Ibrahim (lead Researcher) Mohamed Osman Bachok (PHD in Traffic (procurement and public (tourism planning and Engineering) private partnership) environmental resource management Assistant Prof Dr Mariana Assistant Prof Dr Mariana Associate Prof Dr Mohd Zin Asst. Prof Dr Mariana Mohamed Osman (Phd in Mohamed Osman Mohamed (local government Mohamed Osman community development Assistant Prof Dr Syahriah and public administration) and Governance Bachok

Assistant Prof Dr Syafiee Muhammad Faris Abdullah Asst Prof Dr Syahriah Bachok Prof Dr Mansor Shuib (Phd in Affordable (Phd in GIS and land use Ibrahim Housing) planning Suzilawati Rabe (Phd Shaker Amir (Phd Nurul Izzati Mohd Bakri Zakiah Ponrohono Candidate in regional candidate in Tourism (MSBE) (Phd candidate in economic ) Economic) Nuraihan Ibrahim (MSBE) sustainable Shazwani Shahir (Master Anis Sofea Kamal (BURP) Tuminah Paiman (MSBE) transportation) of Built Environment Siti Nur Alia Thaza (MSBE) Ummi Aqilah (MSBE) Siti Aishah Ahmad (BURP) 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)

EXECUTIVE SUMMARY Study Aim & Objective • The research aims at evaluating the effectiveness of service delivery at PBT in Perak.

 To identify the current issues regarding service delivery of PBTs in Perak  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 PROBLEM STATEMENT • 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 RESEARCH METHODOLOGY

Preliminary Study Month 1 until until 1 Month Formulation of problem statement, goal and objectives and the scope of the study

Phase 1 (Preliminary

Study) 2

Phase 2 (Literature Review) Literature Review

Data Collection Month Secondary Data Primary Data Information such as from books, -questionnaire survey journals, reports, articles, internet and -interview 3

etc related to the research topic. -observation - Information from related agencies

Phase 3 (Data Collection) Month Data Analysis Phase 4 (Data

Analysis) 5

Findings, Recommendations, Conclusion 4 until until

Phase 5 (Findings and Output) DATA REQUIREMENT DATA SCOPE SOURCE OUTPUT Functions of various – Lists of various departments from Secondary Data department from selected PBTs in Perak  Selected PBTs in Perak selected PBTs – Functions of each department Types of services – Lists of services that are provided from provided various departments of selected PBTs in Perak – Public access to the services – Transparency of the information – Reliability of the services Secondary Data – Issues and problems  Selected PBTs in Perak Types of online services – Lists of online services that are Primary Data (e-government) provided from various departments of  Interviews Policies and Strategies in selected PBTs in Perak  Questionnaires improving the services delivery – Public access to the services of PBTs in Perak in term of – Transparency of the information accessibility, transparency and – Reliability of the services reliability of services provided. – Issues and problems

Planning and – Level of citizen participation in Development development process. – Time frame for the approval of planning permission Secondary Data – Building control  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  Questionnaire survey – Lists of services that are  Stationeries types of services provided from various  Set of questions provided departments of selected  Survey form PBTs in Perak – Public access to the services – Transparency of the information – Reliability of the services Primary data on  Questionnaire survey – Lists of online services  Stationeries types of online that are provided from  Set of questions services (e- various departments of  Survey form government) selected PBTs in Perak – Public access to the services – Transparency of the information – Reliability of the services PROJECT OUTCOME AND KEY FEATURES OF THE PROJECT

key features Project Outcomes

Strengthening the efficiency and integrity Identifying the current issues and of district and local administration of in problems regarding service delivery of Perak to better serve the public. PBTs in Perak.

Evaluating the performance of service Implementing e-government to all PBTs delivery by PBTs in Perak in Perak that could improve the access and quality of delivery system. Providing strategies and action plan for improving the service delivery of PBTs in Perak. Standard guidelines regarding Competent leadership and civil servants government services delivery that will be applied by the PBTs and related agencies. Systematically documenting the current Increasing in revenue and its catalyst management and operation of data gathering, processing, analysis and dissemination system of the delivery system of PBTs in the future. RESEARCH GANTT CHART

2012 Research August September October November December activities

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 LOCAL GOVERNMENT

•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 IN MALAYSIA •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

SERVICE DELIVERY

•strategic process of heating up local communities and a way of increasing their Service Delivery awareness of and expectations for local government authorities. (Owusu, 2008).

•Arise from the transition of management in Local the local government-inspired by a vision government geared towards the developmental role of accountability 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 Customer exceeded over the lifetime of the product or service. Satisfaction (Mzini, 2011)

FINDINGS • Perak Administrative Division Rank Districts Population (2009) 1 Kinta 846,300 2 Larut, 320,100 MatangdanSelama 3 Manjung 239,400 4 Hilir Perak 232,800 5 Kerian 196,500 6 Batang Padang 191,900 7 176,000 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  City  District Council Council Larut, Matang &  Taiping Municipal  Selama District Council Selama Council Manjung  Manjung Municipal Council Hilir Perak  Municipal Council Kerian  Council

Batang Padang  TanjungMalim District Council  District Council Kuala Kangsar Kuala Kangsar Municipal Council Perak Tengah  Council

Hulu Perak  District Council  District Council  PengkalanHulu District Council Kampar  Council DELIVERING EFFECTIVENESS AND EFFICIENCY IN LOCAL GOVERNMENT ACCORDING TO TENTH MALAYSIA PLAN • 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

“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.

DELIVERING EFFECTIVENESS AND EFFICIENCY SERVICE DELIVERY FROM ISLAMIC PERSPECTIVE 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.

DATA ANALYSIS Respondents Background Table 1.0: Respondents’ Background According to Age Group 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 2.0: Respondents’ Background According to Gender Gender Frequency Percentage (%) Male 95 47.5 Female 105 52.5 Total 200 100

Source: Questionnaire Survey (2012)

DATA ANALYSIS (questionnaire survey) Respondents Background Figure 1.0: Distribution of Respondents’ Background according to Ethnicity 2% Ethnicity of the Respondents 6% 5% Malay Chinese Indian 87% Others

Figure 2.0: Distribution of Respondents’ Organizations

Organization of the Respondents

23% Government 49.5% Agencies 4.5% Private 9% Organizations 14% Self employed

Academic Staff Source: Questionnaire Survey (2012)

DATA ANALYSIS (questionnaire survey) Respondents Background Figure 3.0: Distribution of respondents is LA Staff Staff of LA Frequency Percentage (%) Yes 77 38.5 No 123 61.5 Total 200 100 Table 4.0: Distribution of Respondents Who Worked in LA 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 Source: Questionnaire Survey (2012)

DATA ANALYSIS (questionnaire survey) Respondents Background Figure 3.0: Distribution of Respondents’ Household Income 40% Household Income of the Respondents 30% 32% 20% 25% 21% 10% 7.5% 14.5% 0% < RM1000 RM1001 - RM2001 - RM3001 - > RM4001 RM2000 RM3000 RM4000

Figure 4.0: Distribution of Respondents’ Education Level Education Level of the Respondents 7% 3% Primary School

23.5% 37% Secondary School 29.5% Diploma Degree

Source: Questionnaire Survey (2012)

DATA ANALYSIS (questionnaire survey) Respondents Background Table 5.0: Living Location of Respondents

Lives in LA area Frequency Percentage (%)

Yes 148 74 No 52 26 Total 200 100

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

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 Source: Questionnaire Survey (2012)

DATA ANALYSIS (questionnaire survey) Respondents Background Figure 5.0: Living Location of Respondents Frequency of Contacting LA 30%

20% 25% 22.5% 21% 10% 15.5% 16%

0% None Once Twice 3 Times > 4 Times Table 8.0: Purposes of contacting LA

Purposes of Response of Respondents Total Contacting LA Yes No Frequen (%) Frequen (%) Frequen (%) cy cy 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 Source: Questionnaire Survey (2012)

DATA ANALYSIS (questionnaire survey) Respondents Background 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 – 11 5.5 7 3.5 18 9 employed 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

Source: Questionnaire Survey (2012)

DATA ANALYSIS (questionnaire survey) Respondents Background Table 9.0: 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 – 11 5.5 7 3.5 18 9 employed 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

Source: Questionnaire Survey (2012)

DATA ANALYSIS (questionnaire survey) Respondents Background Table 10.0: Cross tabulation of Respondents’ Organization and Contacting LA for Payment 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.

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

•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. Source: Questionnaire Survey (2012)

DATA ANALYSIS (questionnaire survey) Respondents’ opinion towards the effectiveness of LAs. Table 11.0: Respondents’ Opinion on Waste Management Services (n=200)

Frequency of Respondents **RII Rank Waste Management Not Related Very Poor Poor Good Very Good (Score of 1) (Score of 2) (Score of 3) (Score of 4) (Score of 5) Providing solid waste collection services 9 16 46 74 55 0.750 1 everyday in city centre Providing solid waste collection services 7 18 61 63 51 0.733 2 once per two day in other areas

Grass cutting services 2 times per month 13 22 43 77 45 0.719 3 in city centre Clearing off tree leaves and branches 12 17 61 78 32 0.701 4 which along the road in 24 – 48 hours

Grass cutting services once per month in 14 24 51 74 37 0.696 5 other areas Drainage will be cleaned 2 times per 13 38 41 79 29 0.673 6 month in city centre Drainage will be cleaned once per month 16 33 49 72 30 0.667 7 in other areas **R.I.I= Relative Importance Index n= total number of respondents Source: Questionnaire Survey (2012)

DATA ANALYSIS (questionnaire survey) Respondents’ opinion towards the effectiveness of LAs. Table 12.0: Respondents’ Opinion on Licensing and Enforcement (n=200)

Frequency of Respondents **RII Rank Licensing and Enforcement Not Related Very Poor Poor Good Very Good (Score of 1) (Score of 2) (Score of 3) (Score of 4) (Score of 5) Decision for new application and issuing of 39 13 44 68 36 0.649 1 license given in 1 working day for banners Decision for new application and issuing of 35 17 46 76 26 0.641 2 license given in 7 – 22 working days for billboards Decision for new application and issuing of 37 12 49 80 22 0.638 3 license will be given in 21working days for commercial premises Decision for license application of business 45 8 51 66 30 0.628 4 and trading given in 22 working days Decision for license application of hawker 44 14 46 65 31 0.625 5 given in 14 – 15 working days Decision for license application of food 44 15 39 78 24 0.623 6 premises given in 22 working days Decision for license application of market 46 12 46 68 28 0.620 7 given in 15 working days Decision given in 15 working days for license 43 20 40 71 26 0.617 8 annulment

**R.I.I= Relative Importance Index n= total number of respondents Source: Questionnaire Survey (2012)

DATA ANALYSIS (questionnaire survey) Respondents’ opinion towards the effectiveness of LAs. Table 13.0: Respondents’ Opinion on Town Planning and Development Control (n=200)

Frequency of Respondents **RII Rank

Town Planning and Development Control Not Related Very Poor Poor Good Very Good

(Score of 1) (Score of 2) (Score of 3) (Score of 4) (Score of 5) Issuing assessment tax bills to tax payers no 34 12 36 83 35 0.673 1 later than 15 January and 15 July each year Handling payment matters to contractors in 41 12 33 68 46 0.666 2 not more than 14 working days after receiving the completed documents Providing decision on all applications of 37 20 31 69 43 0.661 3 completed development proposal within 77 days for planning permission application Providing decision on application of 39 13 43 69 36 0.650 4 approved development proposal within 77 days for engineering application Issuing permission permit for earth works in 40 17 37 71 35 0.644 5 5 working days Preparing decision on objection letter in 2 – 41 11 46 76 26 0.635 6 6 months from the date of receiving the letter

**R.I.I= Relative Importance Index n= total number of respondents Source: Questionnaire Survey (2012)

DATA ANALYSIS (questionnaire survey) Respondents’ opinion towards the effectiveness of LAs. Table 14.0: Respondents’ Opinion on Front Desk Counter (n=200)

Frequency of Respondents **RII Rank

Front Desk Counter Not Related Very Poor Poor Good Very Good

(Score of 1) (Score of 2) (Score of 3) (Score of 4) (Score of 5)

Handling matters regarding customers 12 18 41 63 66 0.753 1 in counter on normal days (10 mins – 15 mins) Responding to all complaints received 16 14 55 77 38 0.707 2 by public (7 working days ) Handling matters regarding customers 20 17 48 67 48 0.706 3 in counter on peak hours (30 mins – 1 hour) * Note: Peak Hour: January/ February & July/ August Responding to all complaints received 19 18 47 78 38 0.698 4 by Mass Media (24 hours) Responding to all complaints received 21 14 57 76 32 0.684 5 by Public Complaint Biro (5 working days)

**R.I.I= Relative Importance Index Source: Questionnaire Survey (2012) n= total number of respondents

DATA ANALYSIS (questionnaire survey) Respondents’ opinion towards the effectiveness of LAs. 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) Pearson Chi-Square 53.875a 28 .002

Likelihood Ratio 60.378 28 .000 Linear-by-Linear .196 1 .658 Association 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.

Source: Questionnaire Survey (2012)

DATA ANALYSIS (questionnaire survey) Respondents’ opinion towards the effectiveness of LAs. Table 16.0: Respondents’ Opinion on Public Facilities (n=200)

Frequency of Respondents **RII Rank Public Facilities Not Related Very Poor Poor Good Very Good (Score of 1) (Score of 2) (Score of 3) (Score of 4) (Score of 5) Providing adequate number of 14 24 55 79 28 0.683 1 Public Hall Providing adequate number of 13 28 50 85 24 0.679 2 Sport Facilities Providing adequate number of 12 40 50 75 23 0.657 3 Recreational Park/Playground Providing adequate number of 20 25 56 78 21 0.655 4 Public Library Providing adequate number of 11 42 60 67 20 0.643 5 Parking Area Providing adequate number of 18 38 56 64 24 0.638 6 Public Toilet

**R.I.I= Relative Importance Index Source: Questionnaire Survey (2012) n= total number of respondents

DATA ANALYSIS (questionnaire survey) Respondents’ opinion towards the effectiveness of LAs. Table 17.0: – Square Test on LA in Perak and Handling Matters Regarding Customers in Counter on Normal hours

Value df Asymp. Sig. (2-sided) Pearson Chi-Square 53.875a 28 .002

Likelihood Ratio 60.378 28 .000 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 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.

Source: Questionnaire Survey (2012)

DATA ANALYSIS (questionnaire survey) Respondents’ opinion towards the effectiveness of LAs. Table 18.0: – Spearman's Correlation Test: Existing LA in Perak with Provision of Public Facilities Provided by LA 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 -0.02 0.977 200 Park/Playground Providing adequate number of Sport Facilities 0.018 0.804 200 * Correlation is significant at the 0.05 level (2-tailed). 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.

Source: Questionnaire Survey (2012)

DATA ANALYSIS (questionnaire survey) Respondents’ opinion towards the effectiveness of LAs. Table 19.0: Respondents’ Opinion on Services Delivery (n=200) ) **RII Rank Frequency of Respondents Not Related Very Poor Poor Good Very Good Services (Score of 1) (Score of 2) (Score of 3) (Score of 4) (Score of 5)

Giving right information on process 10 17 53 85 35 0.718 1 that is required by the customers Providing services as been promised 11 16 56 88 29 0.708 2

Providing right services that is required 11 19 55 91 24 0.698 3 at first attempt Providing services and handling 9 18 64 86 23 0.696 4 customers’ problems within time scheduled

**R.I.I= Relative Importance Index Source: Questionnaire Survey (2012) n= total number of respondents

DATA ANALYSIS (questionnaire survey) Respondents’ opinion towards the effectiveness of LAs. Table 20.0: – Spearman's Correlation Test: perception on the types of LAs in Perak with Service Delivery Provided by LA

Correlation Sig. (2-tailed) No. of Respondents Service Delivery Coefficient

Providing services as promised 0.159 0.024* 200

Providing services and handling customers’ 0.058 0.411 200 problems within time scheduled Providing right services that is required at first 0.134 0.059 200 attempt Giving right information on process that is 0.105 0.138 200 required by the customers * Correlation is significant at the 0.05 level (2-tailed). 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.

Source: Questionnaire Survey (2012)

DATA ANALYSIS (questionnaire survey) Respondents’ opinion towards the effectiveness of LAs. Table 21.0: Respondents’ Opinion on Staff of LA (n=200)

Frequency of Respondents **RII Rank Staff of LA Not Related Very Poor Poor Good Very Good (Score of 1) (Score of 2) (Score of 3) (Score of 4) (Score of 5) Expressing good personality and 8 20 39 84 49 0.746 1 professionalism while dealing with customers Giving excellent services to the customers 8 18 44 81 49 0.745 2 Giving full attention in helping and 9 17 41 87 46 0.744 3 solving customers’ problem Willing to solve customers’ problem 8 20 41 84 47 0.742 4 Using appropriate body language while 9 22 39 82 48 0.738 5 interacting and dealing with customers Dealing customers’ problem with 8 19 45 83 45 0.738 6 confident Emphasizing the aspect of professional 11 24 33 83 49 0.735 7 dress code Respecting the customers while in duty 9 22 44 78 47 0.732 8

**R.I.I= Relative Importance Index Source: Questionnaire Survey (2012) n= total number of respondents

DATA ANALYSIS (questionnaire survey) Respondents’ opinion towards the effectiveness of LAs. Table 22.0: Respondents’ Opinion on Customer Service (n=200)

Frequency of Respondents **RI Rank Customer Service Not Related Very Poor Poor Good Very Good I (Score of 1) (Score of 2) (Score of 3) (Score of 4) (Score of 5) Customer feeling safe while dealing 9 18 36 82 55 0.756 1 with the staff Convenient operation hours 10 17 34 92 47 0.749 2 Services provided by LA in your area 9 13 44 95 39 0.742 3 achieve your expectation Staff applying the concept of 9 16 44 89 42 0.739 4 ”Customer always Rights” and “Customer always First” Overall services provided by LA in 10 16 39 99 36 0.735 5 your area

**R.I.I= Relative Importance Index Source: Questionnaire Survey (2012) n= total number of respondents

Proposed Recommendations for Improvement of Effective and Efficient Service Delivery Mechanism of LAs in Perak

 Providing more service channels such as through email and websites, media electronic, telecommunication and face to face meeting

 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.

 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

 Expanding and strengthening existing One Stop Centres (OSCs) and service counters,.

 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.

 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

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