1. CHAPTER I
THE PROBLEM AND THE RESEARCH DESIGN
Introduction
The strengthening of the Philippine tax administration system through the
reengineering effort supports the vision of development of our country for the next
millenium. The transformation process called Action Centered Transformation Strategy
(ACTS) is being implemented by the Bureau of Internal Revenue through the major
projects namely: systems for Philippine Internal Revenue Information Technology
(SPIRIT), Management and Organization Strategic Thrust (MOST) and the BIR
Operations. This modernization efforts is toward the achievement of the “world class”
status of the Bureau through the development of a highly sophisticated network of
computerized tax systems and the transformation of the personnel into a work force
highly trained and knowledgeable information technology [Guillermo, 1997]. The
reengineering effort are more focused in the SPIRIT which is the centerpiece of the BIR
Transformation Program. It is a program that seeks to radically redesign business
processes to bring about dramatic improvement in performance towards the fulfillment of
the Bureau’s mission of collecting taxes efficiently and effectively; the vision of world
class practices; model in customer services and highly respected workforce. It also
focused on the achievement of its strategic goals of enhanced voluntary compliance and
improved productivity.

2. One of the major projects of SPIRIT is the Operations Support wherein Help
Desk is the primary component. Help Desk a technology for quick response, an
innovative solutions that support the computer systems development, enhancement and
rollouts. It is the structure that responds to the requirements of the support strategies
institutionalized in the long-term information system plan strategies [BIR ISSP, 1992].
The need to constantly assess the support structure of the transformation program is
imperative in the view of measuring its impact to the over-all objectives of the tax
administration system. The output of the study of the help desk functionality and
problems will provide inputs to the Bureau’s information system strategic planning
process. Help desk will be recognize not as a cost center but as one of the major and
decisive component of the business process.
The quest for global competitiveness spawned the necessity for innovative
solutions for information technology and non-information technology problems in an
organization. The encouragement of government to adopt the information technology use
in every processes, justified the installation of the technology driven management support
structure and the evaluation of these structure for improvement [NITP, 1994]. The need
to assess the current functionality of help desk is in view of the high rate of changes in
the information technology resources and processes. The help desk process is founded on
software developed two years ago and will be obsolete within the next two years. The
processes that the help desk supports is already change by the comprehensive tax reform
program therefore an alignment must be done to parallel the help desk objectives with the
overall strategic goals of the Bureau.

3. Theoretical Background
The help desk is a new structure in an organization, mostly it can be found in an
information technology company that caters direct technical support to clients and
customers. In the government institution, there are two prime government offices that
avails of this technology, the Bureau of Internal Revenue and Social Security Systems.
Their help desk is a formal organization within the information technology group. The
concept of help desk is limited by its historical development. Its an off shot for the need
of a formal personalized technical support structure that would help the users in the
implementation of the newly developed information systems architecture. Help desk is
always refers to as a means to provide fix to information technology problems and these
are usually computer hardware problem. Eventually, it became a problem solving center
that serves as the single point of contact for all IT and non-IT related reporting and
resolution of problem. In the advent of the large-scale computerization project,
management, identifying the complications of installing a computerized system provided
support strategy to cover site improvement problems, hardware problems, operating
systems problems, application software problems, telecommunications problems and
procedural problems [BIR ISSP:4-61:1992]. The support strategy is based around first
level, second level and third level of support wherein the first level comprise the local
problem solver, the second level, the regional level help desk and the third, the national
help desk center.
In a development environment, help desk is an essential function of retooling. It
is the infrastructure for technical support that addresses hardware and software problem

4. resolution and provides instructions and assistance during prototyping and rollouts. In
this case, the help desk can be an internal team or a new group set up for the task. The
help desk uses certain control and monitoring software to help in problem diagnostics and
solution. This software can track current problems through to their solution and
categorizes them for future reference. This solutions can help speed solutions to similar
problems [Coleman et al:282:1996]. Help desk is a place for end-user assistance. It is a
reference point for information on software, techniques for end-user computing. The
help desk will be available to individuals in person, by telephone and through computer
network. With the growing reliance on network-based systems, diagnosing computer
difficulties could be done on-line, processing status could be monitor and help will be
instantaneous. Investment for help desk may be more effective since it provides
assistance at the time it is available when the systems are in use [Seen:783:1990]. The
Bureau of Internal Revenue utilizes help desk as a single point of contact of the end-user
contact for all types of problems, whether technical or non-technical (procedures and
resource problems). It has the following responsibilities; receiving calls, logging
problem information, providing appropriate support, updating problem log, informing
end-user of problem status and closing calls. The help desk also aims to achieve a high
level of cal avoidance by providing end-user information on common problems
encountered and by supplying possible solutions to theses problems [Help Desk
Handbook:1-1:1997]
Help desk is a new information system phenomenon, there is no specific
information technology discipline where it could be classified. There is a lack of
significant studies or academic work done to establish a valid theory or principle. There

5. are a lot of Internet articles, e-mail forum and help desk focus group and the most helpful
is the Verghis frequently asked questions resource. There are on-going studies made in
the United Kingdom but there are no specific solutions provided for government help
desk functionality and problems. In 1996, a study related to the government practices in
resolving customer complaint was conducted by the US Federal Benchmarking Study
Team. This study could be use as reference in handling customer service problem
relative to help desk operation.
The study conducted in the United Kingdom in 1996 by
Rita Marcella and Iain Middleton of Robert Gordon University proved to be
comprehensive. The study focused on the role of the help desk in the strategic
management of information system. The paper identified the help desk as a management
asset that would provide the management the information needed in developing
information technology/information systems strategies and future plans. Three core
functional roles for the help desk in terms of information were identified. These are
monitoring information systems use and satisfaction, disseminating information about
system and future plan and promoting the organization to staff and clients.
In another related study conducted by the same authors, they tackle on the key
factors in help desk success by analyzing areas critical to help desk development and
functionality. The findings of this study include aspects such as the value of help desk
software, increased professionalism, the development of standards, performance
measurement and outsourcing. The help desk is found to be the potentially powerful
business tools, acting as customer services front line and with the ability to gather data
from across an organization to aid information technology management and strategy

6. [Marcella and Middleton:15: 1996]. In addition, the help desk is a monitor for quality of
product, customer relation service provision and of communications and procedures. As
a provider of quality service, it must be resource appropriately, must be continuously
monitored for quality on the aspect of staff training and development, purchase of
appropriate tools and reviews of procedures. In conclusion, help desk must have a strong
voice and influence within the organization since it is the nexus for information and
communication, it should have a central place in the organization, its function must not
be technical rather of business.
Research Flowchart
Figure 1 shows the two primary concerns of this study. The first is to assess the
functionality of the Bureau of Internal Revenue Revenue Data Center – Visayas Help
Desk Section and the second is to determine the problems regarding the operations of this
section.
To assess the functionality of the section , the following factors were considered:
reporting of issues, providing resolution, processing of issues, problem solving procedure
and strategies in addressing the problem.
To obtain these data, the researcher made questionnaire was administered.
The output of this study was a proposal to improve the functionality of the Bureau
of Internal Revenue Revenue Data Center – Visayas Help Desk Section. Figure 1 shows
the flow of research.

8. The Problem
Statement of the Problem
In view of the changing technological environment, the need to review new
functions and processes is imperative. In this context, this study aim to assess the
functionality of the Bureau of Internal Revenue Revenue Data Center – Visayas Help
Desk Section such as reporting, resolution, processing, procedures and strategies of
addressing the problem. It will also determine the problem regarding its operation in
order to propose improvement.
Specifically, the study sought to provide solutions to the following questions;
1. How functional is the BIR RDC-Visayas from the standpoint of:
1.1 Reporting
1.2 Resolution
1.3 Processing
1.4 Procedures
1.5 Strategies of addressing the problem?
2. What are the problems regarding the operations of Help Desk Section of the BIR RDC-
Visayas?
3. How should the functionality of the Help Desk Section of the BIR RDC-Visayas improved?

9. Significance of the Study
The study provides new perspective on the role of help desk in an organization. It
helps the management, which in the course of transforming organizational processes
tends to overlook the potential of this support structure in providing mission-critical
information. This study also provides the management a reference for improving the
organizational wide services of the help desk to its end-users.
By assessing the problems of the help desk, this study highlighted some of the
help desk undeveloped functions and provided improvement to become more user
friendly and responsive.
For the future researcher, this study serves as a guide for further research on
continuing development of information technology support structure and processes such
as help desk especially in the government service.
Scope of the Study
The study highlighted the concepts and application of information technology end
user support. It specifically focused on the assessment of help desk functionality of the
BIR RDC-Visayas Help Desk. The respondents of this study were the help desk users
and staff members. Five factors regarding help desk functionality as reporting of issues,
providing resolution, processing issues logged, problem solving procedures and strategies
in addressing the problems were considered. This study also focused on the prevailing
problems regarding the operations of the help desk section.

10. Research Methodology
The study utilized the descriptive survey method with the use of questionnaire as
the main instrument of data collection.
Research Environment
The BIR in its 94th
year of existence is the primary arm of the government to
collect internal revenue taxes. Its function is defined by the Republic Act 8424, better
known as the Comprehensive Tax Reform program (CTRP) which was enacted as the
Tax Reform Act of 1997. This act amended the Presidential Decree No. 1158,
Presidential Decree No. 1994 and the Executive Order No. 273 otherwise known as
National Internal Revenue Code. The Bureau of Internal Revenue, in support to the call
of then president Fidel V. Ramos for an honest and efficient tax administration program
embarked into a five year tax computerization program. This program is one of the
strategies of the medium-term Tax Administration Strategic Program (TASP). The
program utilizes the information technology as one of the major innovative approach to
manage more scientifically and systematically the critical information that the BIR
handles daily for its nationwide operation.
On July 28, 1997, as mandated by the Executive Order No. 430, the BIR
implemented its seventh reorganization. The order streamline the operations of the
Bureau of Internal Revenue to further support the implementation of the computerized
Integrated Tax System (ITS); to further improved processes to support operations and
provide quality service; to focus on values orientation and enhance integrity of the

11. Bureau personnel and upgrade their skills to bring about increased productivity of the
agency. One of the major features of the reorganization is the creation of Revenue Data
Centers. One of these centers, the Revenue Data Center – Visayas is located at the
second floor of the Revenue Region No. 13 Building in Cebu City. This center was
remotely launched via video conference on October 15, 1997 and the Help Desk section a
month later. The Revenue Data Center –Visayas is organized under the Office of the
Deputy Commissioner of the Information Systems Group of the BIR. It has four major
divisions namely; Help Desk/Office Automation, Computer Operations and Network
Engineering Division, Document Processing Division and Quality Assurance Division.
The Help Desk mission statement was drafted on August 13, 1996 by the Help Desk Task
Force. Its mission is to provide an institutionalized call receiving and logging, providing
appropriate support, escalation and closing calls.
Research Subject
The dry run subject is comprised of the 14 users and six staff of the Help Desk Section. The users
of the help desk belongs to the different units within the Revenue Data Center – Visayas and Revenue
District Office No. 81 located at the second floor and ground floor of the Revenue Region No. 13 Building.
These are Computer Operations and Network Engineering Division, Document Processing Division,
Quality Assurance Division and the Taxpayers Assistance Section of the Revenue District Office No. 81.
Table 1 shows the distribution of respondents.

12. Table 1
Respondents of the Study
N=20
Category F %
Help Desk Staff 6 30
Help Desk Users 14 70
Total 20 100
Research Instrument
The research utilized researcher made questionnaire that is of opinionnaire type.
The questionnaire is divided into two blocks designed for the two categories of
respondents. The first block referred to the question regarding the functionality of the
help desk such as reporting, resolution, processing, procedures and strategies of
addressing the problem. Each questions in block 1 was followed by a five points scale
with the following meanings:
VF - if the Help Desk features and design is responsive in all situation.
F - if the Help Desk features and design is responsive in majority of the situation.
M - if the Help Desk features and design is responsive in many of the situation.
L - if the Help Desk features and design is responsive in few of the situation.
N - if the Help Desk features and design is not responsive in all situations.
The second block address to the help desk staff identified the problems in the
operations of the Help Desk Section. The respondents were asked to check the blank that
corresponds to the problem that they identified.

13. Data Collection Techniques
The questionnaire was distributed through the use of the electronic mail facility of
the RDC-Visayas. This method lessened the use of personal time of the respondents to
answer since they call easily fill-up the questionnaire and conveniently reply by just
clicking few buttons. In cases where the respondents cannot be reached due to e-mail
malfunction, the researcher asked the assistance of the qualified engineers of the office
automation section to fix the malfunction and eventually send the questionnaire for the
respondents to answer. The response is be resent to the researcher as soon as it was
accomplished.
As soon as the questionnaires were accomplished, they were retrieved
electronically and the data were tallied, tabulated, and computed.
Data Analysis
The data gathered from the assessment of the functionality of the help desk
section were tallied and tabulated. The following weights were assigned to the scales
with their corresponding equivalents.
Weight Scale
5 Very Functional
4 Functional
3 Moderately Functional
2 Less Functional
1 Not Functional

14. The weighted mean were computed with the following formula:
Where:
In order to arrive at the definite interpretation of each scale, the researcher
assigned a hypothetical mean range for each scale, thus Class Interval was used. To get
the Class Interval, the highest scale was subtracted by the lowest scale and divided by the
number of scales, thus:
CI = 5 – 1/5
= 4/5
= .80
Where CI = Class Interval
A hypothetical mean range was set for each scale with the corresponding
interpretation guide and equivalents:
Range Interpretation
4.21 - 5.00 Very Functional
3.41 - 4.20 Functional

15. 2.61 – 3.40 Moderately Functional
1.81 - 2.60 Less Functional
1.0 - 1.80 Not Functional
Definition of Terms
E-mail - The facility of sending and receiving mails electronically.
Development Environment – a millieu where computer systems are developed,
usually a test environment where prototype software
or systems are run.
Information Systems - consists of technology, data and activities. It is the sum
total of the process that uses computer systems to achieve
the organizational objectives.
Information Technology - resources to support the information systems.
ITS - stands for Integrated Tax Systems, it is a set of 13 related systems and
processing that uses a single database to support the Bureau of Internal
Revenue tax administration goals.
SPIRIT – One of the major components of the BIR’s Transformation Program. It stands
for System for Philippine Internal Revenue Information Technology. This
system aims to propagate the use of information technology as the primary
resources in achievement of the over-all collection of the Bureau.
Technical Support – The group that fixes and solves the computer hardware and other

16. related equipment. It also the fixes and solves computer software
problems.
Organization of the Study
The study contains four chapters, Chapter I titled the problem and research design
presents the introduction, theoretical background, the problem, significance of the study,
scope of the study, research methodology, definition of terms and organization of study.
Chapter II titled presentation, analysis and interpretation of data presents,
analyzes and interprets the findings of the study. It is on this chapter where most
extensive treatment of study will be found. It contain the tables, the related problems and
the recommendations to improve the functionality of the RDC-Visayas Help Desk
Section.
Chapter III titled proposals for improvement on the functionality of the help desk
section.
Chapter IV presents the summary of findings, conclusions and recommendations.
CHAPTER II
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
The preceding chapter presented an exposition of the methodology of the study.
This chapter presents, analyzes, and interprets the data gathered from the twenty Help

17. Desk Users and Staff. The findings of the study are shown in twelve tables and they will
be used as the basis in preparing proposals for improvement of the Help Desk Section.
This chapter covers two sections. Section 1 discusses the functionality of the
Bureau of Internal Revenue Revenue Data Center - Visayas as assessed by the Help Desk
Users and Staff.
Section 2 discusses the problems regarding the operations of Help Desk Section.
In this section, tables are presented which shows the rank of the problems that affects the
operations as viewed by the Help Desk Staff.
Section 1
Functionality of Help Desk Section
This section presents, analyze, and interprets the assessment of the functionality
of Revenue Data Center – Visayas Help Desk Section in the following aspects: 1)
Reporting of issues, 2) Providing Resolution, 3) Processing issues logged, 4) Problem
solving procedures, and 5) Strategies in addressing the problem. The weighted mean and
its corresponding interpretation are reflected in the tables.
Functionality of Help Desk in Reporting Issues
The data regarding the functionality of Help Desk Section in encouraging the user
to report issues using different methods is presented in table 2.

18. The factor average of 3.26 derived from the group average of 3.52 from the users
and 2.99 from the staff shows that Help Desk Section functionality on reporting issues
was Moderately Functional.
Table 2
Functionality of Help Desk in Encouraging Users
to Report Issues using Different Methods
N=20
Functionality
User
n=14
Staff
n=6
Item Average
µ Scale µ Scale µ Scale
Reporting the issue using help desk form
4.2 F 4.00 F 4.10 F
Reporting the issue using telephone
3.42 F 2.16 LF 2.79 MF
Reporting the issue using e-mail 2.92 MF 2.00 LF 2.46 LF
Reporting the issue by personally going to
the help desk area 3.57 F 3.83 F 3.70 F
Factor Average 3.52 F 2.99 MF 3.26 MF
Legend:
4.01 - 5.00 - Very Functional (VF)
3.41 – 4.20 - Functional (F)
2.61 – 3.40 - Moderately Functional (MF)
1.81 – 2.60 - Less Functional (LF)
1.00 – 1.80 - Not Functional (NF)
The functionality of the Help Desk Section in reporting the issue using help desk
form was responsive in majority of the situation as shown by the item average of 4.1
derived from the weighted mean of 4.2 from the users and 4.0 from the staff. The item
average of 2.79 taken from the weighted mean of 3.42 from the users and 2.16 from the
staff indicates that reporting the issue using the telephone is Moderately Functional. As
shown by the item average of 2.46 taken from the weighted mean of 2.92 derived from
the user and 2.00 derived form the staff revealed that the functionality of reporting the
issues using the e-mail is responsive on few of the situation. Lastly, it shows that

19. reporting the issue personally is Functional as indicated by the weighted mean of 3.56 of
the users and 3.83 of the staff.
The findings revealed that the functionality of Help Desk Section of the Revenue
Data Center Visayas is responsive in many of the issues reporting situation. This also
shows that the Help Desk Section Moderately achieve its objectives and goals through
the use of help desk form and personally reporting the issue.
Functionality in Providing Resolution
Table 3 presents data regarding the functionality of the Help Desk Section in
providing resolution. The factor average of 3.54 taken from the 3.67 group average of
users and 3.41 from the staff reveals that the Help Desk Section is responsive in majority
of the situation in providing resolution.
Table 3
Functionality of the Help Desk in Providing Resolution
N=20
Functionality
User
n=14
Staff
n=6
Item Average
µ Scale µ Scale µ Scale

20. Performing preliminary investigation on
issue/problem logged
4.07 F 3.83 F 3.95 F
Informing the user to whom the issue is
referred 3.35 MF 3.33 MF 3.34 MF
Giving reference number to user for
issue/problem logged 3.35 F 2.83 MF 3.03 MF
Confirming with the user before finally
closing a problem 3.92 F 3.66 F 3.79 F
Factor Average 3.62 F 3.62 F 3.62 F
Legend:
4.01 - 5.00 - Very Functional (VF)
3.41 – 4.20 - Functional (F)
2.61 – 3.40 - Moderately Functional (MF)
1.81 – 2.60 - Less Functional (LF)
1.00 – 1.80 - Not Functional (NF)
Specifically, the item average of 3.95 taken from the weighted mean of 4.07 of
the users and 3.83 from the staff reveals that the Help Desk Section is Functional in
performing preliminary investigation on issue/problem logged. As presented by the item
average of 3.34 derived form the weighted mean of 3.35 from the users and 3.33 from the
staff, the Help Desk Section’s functionality on informing the user to whom the issue is
referred is Moderately Functional. Also, in giving reference number to user, the Help
Desk Section is responsive in many of the situation as shown by the item average of 3.03
taken from the weighted mean of 3.35 of the users and 2.83 from the staff. As shown by
the item average of 3.79 taken from the weighted mean of 3.92 of the users and 3.66 of
the staff, confirming with user before closing a problem is Functional.
These findings revealed that in majority of the situation, the Help Desk Section in
providing resolution is responsive.

21. The performance of preliminary investigation and confirming with the user before
closing a problem was Functional. These show that the functionality of Help Desk
Section in providing resolution is essential in the achievement of its goals.
Functionality in Processing Issues Logged
Table 4 contains data regarding the functionality of Help Desk Section in
processing issues logged. The factor average of 3.62 based on the group average of 3.62
from the users and 3.62 from the staff reveals that the processing of issues logged is
functional.
Informing that the problem has been logged and the trouble ticket is created is
Functional as shown by the item average of 3.55 taken from the weighted mean of 3.78 of
the users and 3.33 of the staff. Furthermore, classifying the issue according to severity
and priority with an item average of 3.86 derived from the weighted mean of 3.57 of the
users and 4.16 of the staff is Functional and is responsive in majority of the situation and
responsive in majority of the situation. As shown by the item average of 3.77 taken from
the users weighted mean of 3.71 and staff’s 3.83 notifying the user of the status of the
issue is functional and is responsive in majority of the situation. Lastly, giving
information on when the issue will be resolved is Moderately Functional as shown by the
item average of 3.29 derived from the weighted mean of 3.42 from the users and 3.16
from the staff.
Table 4
Functionality of Help Desk Section in Processing Issues Logged
N=20
User Staff Item Average

22. Functionality n=14 n=6
µ Scale µ Scale µ Scale
Informing the user that the problem has
been logged and trouble ticket is created
3.78 F 3.33 MF 3.55 MF
Classifying the issue according to severity
and priority 3.57 F 4.16 F 3.86 F
Notifying the user on the status of the issue
3.71 F 3.83 F 3.77 F
Giving the user information on when the
issue will be resolved 3.42 F 3.16 MF 3.29 MF
Factor Average 3.62 F 3.62 F 3.62 F
Legend:
4.01 - 5.00 - Very Functional (VF)
3.41 – 4.20 - Functional (F)
2.61 – 3.40 - Moderately Functional (MF)
1.81 – 2.60 - Less Functional (LF)
1.00 – 1.80 - Not Functional (NF)
Generally, in processing issues logged, the Help Desk Section is Functional and is
able to achieve its objectives in majority of situation in informing the user that the
problem has been logged and trouble ticket is created, classifying the issue according to
severity and priority and notifying the user of the status of the issue.
Functionality in Problem – Solving Procedures
Table 5 shows the functionality of Help Desk Section in problem solving
procedures. The factor average of 3.07 taken from the group average of 3.15 of users and
2.99 of the staff was Moderately Functional.
Table 5
Functionality of Help Desk Section in Problem Solving Procedures
N=20
User Staff Item Average

23. Functionality n=14 n=6
µ Scale µ Scale µ Scale
Providing materials and reference so that
procedures are understood 3.07 F 3.0 MF 3.03 MF
Presenting new ideas in order to simplify
the procedures 3.05 F 3.16 MF 3.33 MF
Encouraging the user in giving suggestions
to improve the procedures
3.14 MF 2.66 MF 2.9 MF
Providing technology trend updates on help
desk procedures 2.92 MF 3.16 MF 3.04 MF
Factor Average 3.15 MF 2.99 MF 3.07 MF
Legend:
4.01 - 5.00 - Very Functional (VF)
3.41 – 4.20 - Functional (F)
2.61 – 3.40 - Moderately Functional (MF)
1.81 – 2.60 - Less Functional (LF)
1.00 – 1.80 - Not Functional (NF)
Specifically, the item average of 3.03 based on the weighted mean of 3.07 from
the users and 3.0 from the staff reveals that providing materials and reference so that
procedures are understood are Moderately Functional. As shown by the item average of
3.33 derived from the users and 3.16 from the staff. Presenting new ideas to simplify the
procedures are responsive in many of the situation.
The functionality on encouraging the user in giving suggestions to improve the
procedures is Moderately Functional as revealed by the item average of 2.90 based on the
weighted mean of 3.15 from the users and 2.66 from the staff. In addition, the factor
average of 3.04 based on the weighted mean of 2.92 from the users and 3.16 from the
staff presented a Moderately Functional Help Desk Section in providing technology trend
updates on help desk procedures.
From this finding, it can be inferred that the functionality of the Help Desk
Section regarding the problem solving procedures is responsive in many situations. The

24. Help Desk Section, in order to attain its objectives provides materials and references,
presents new ideas encourage the user in giving suggestions and providing technology
trends update.
Functionality in the Strategies of the Help Desk in Addressing the Problem
Table 6 presents the functionality in the strategies of Help Desk Section in
addressing the problem.
The factor average of 2.79 based on the group average of 3.17 from the users and
2.74 from the staff shows that the functionality in the strategies of Help Desk Section in
addressing the problem is Moderately Functional.
Specifically, as presented by the item average of 3.45 derived from the weighted
mean of 3.57 from the users and 3.33 from the staff reveals that the Help Desk Section
was Functional in analyzing issue/problem as done through group effort by the help desk
attendant/analyst, Problem Resolution Group members and users. The functionality of
the reporting of the status of issue/problem is done consistently through the use of
Paradigm Software is Moderately Functional as shown in the item average of 3.25 based
on the weighted mean of 3.35 from the users and 3.16 from the staff. Another
functionality that is responsive in many of the situations is the new procedures for
resolving problem is presented, discussed and implemented through the briefing and
training as revealed by the item average of 2.82 base on the weighted mean of 3.14 from
the users and 2.5 from the staff. The functionality on the information on the previously
resolved issues is published in bulletin is less functional as reveals by the item average of
2.32 based on the weighted mean of 2.64 from the users and 2.0 from the staff.
Table 6

25. Functionality in the Strategies of the Help Desk in Addressing the Problem
N=20
Functionality
User
n=14
Staff
n=6
Item Average
µ Scale µ Scale µ Scale
Analysis of the issue/problem is done
through group effort by the help desk
attendant/analyst, problem resolution group
member and the User 3.57 F 3.33 MF 3.45 F
Reporting of the status of issue/problem is
done consistently though the Use of
Paradigm software 3.35 MF 3.16 MF 3.25 MF
Information on previously resolved issues
is published in a bulletin 2.64 MF 2.00 LF 2.32 LF
New procedure for resolving problem is
presented, discussed and Implemented
through briefing and training 3.14 MF 2.50 LF 2.82 MF
Factor Average 3.17 MF 2.74 MF 2.96 MF
Legend:
4.01 - 5.00 - Very Functional (VF)
3.41 – 4.20 - Functional (F)
2.61 – 3.40 - Moderately Functional (MF)
1.81 – 2.60 - Less Functional (LF)
1.00 – 1.80 - Not Functional (NF)
Summarized Data on the Functionality of Help Desk Section
The summarized data on the functionality of BIR Revenue Data Center – Visayas
Help Desk Section are presented in Table 7.
Table 7
Summarized Data on the Functionality of Help Desk Section
N=20
User Staff Item Average

26. Functionality n=14 n=6
µ Scale µ Scale µ Scale
Functionality of in Encouraging Users to
Report Issues using Different Methods
3.52 F 2.99 MF 3.26 MF
Functionality of the in Providing
Resolution 3.62 F 3.62 F 3.62 F
Functionality of in Processing Issues
Logged 3.62 F 3.62 F 3.62 F
Functionality of in Problem Solving
Procedures 3.15 MF 2.99 MF 3.07 MF
Functionality in the Strategies of the in
Addressing the Problem 3.17 MF 2.74 MF 2.96 MF
Factor Average 3.41 F 3.19 MF 3.29 MF
Legend:
4.01 - 5.00 - Very Functional (VF)
3.41 – 4.20 - Functional (F)
2.61 – 3.40 - Moderately Functional (MF)
1.81 – 2.60 - Less Functional (LF)
1.00 – 1.80 - Not Functional (NF)
The data show that the functionality of Help Desk Section is Moderately
Functional as revealed by the general average of 3.29 based on the group general average
of 3.43 from the users and 3.15 from the staff. Specifically, the reporting of issues was
Moderately Functional as revealed by the factor average of 3.26 based on the group
average of 3.53 from the users and 2.99 from the staff. The factor average of 3.54 based
on the group average of 3.67 from the users and 3.41 from the staff showed that
providing resolution is functional. Another Functional features of Help Desk Section is
the processing of issues as presented by the factor average of 3.62 based on the group
average of 3.62 from the user and 3.62 from the staff. As shown by the factor average of
3.07 derived from the group average of 3.15 from the users and 2.99 from the staff
reveals that the problem solving procedure is Moderately Functional. Furthermore, the
strategies in addressing the problem is deemed to be Moderately Functional as signify by

27. the factor average of 2.96 based on the group average of 3.17 for the users and 2.74 from
the staff.
These findings revealed that the functionality of the Help Desk Section is
responsive in many of the situation and in the manner that Help Desk Section could attain
its objectives.
Section 2
Problems Regarding the Operations of the Revenue Data Center – Visayas Help
Desk Section
This study is focused on determining the problems met by the Staff in the
operations of the Revenue Data Center – Visayas Help Desk Section. At this point, only
the staff of the section were made to answer the questions pertaining to the problems in
the operations. The user could no longer provide this researcher with data on the
problems. Only those involve in the operations of the Revenue Data Center – Visayas
Help Desk Section could answer the questions. Hence, there are six respondents in this
portion of the study. The questions are of multiple response type.
Problems of Help Desk Regarding the Reporting of Issue/Problem
Table 8 contains data regarding the problems met by the staff pertaining to the
reporting of issue/ problem.
As shown in the table, the majority, ranging from 66.66 to 100 percent cited three
problems in connection with method of reporting the problem. Foremost among the
problems was the issue/problem submitted for resolution is unclear as expressed by all
the staff representing 100 percent.
Table 8

28. Problems of Help Desk Regarding the Reporting of Issue/Problem
N=6
Problems F % Rank
Issue/problem submitted for resolution is unclear 6 100 1
E-mail form is not user friendly 5 83.33 2
Lack of exclusive telephone units and fax machine for
receiving issue/problem 4 66.66 3
Absence of receiving area to entertain the user and other
help desk clients 2 33.33 4
. Among these is the lack of receiving area to entertain the user and other help
desk clients. Ranked second was the e-mail is not user-friendly as revealed by the 5 staff
or 83.33 percent. Four staff or 66.66 percent cited that the lack of exclusive telephone
units and fax machine for receiving issue/problems was a problem (Ranked 3).
These findings disclosed that the staff met problems caused either by the users
and the facilities of the Help Desk Section
Problems of Help Desk Regarding Providing Resolution
Table 9 contains data pertaining to the problems regarding the Help Desk Section
providing of resolution.
Table 9
Problems of Help Desk Regarding Providing Resolution
N=6
Problems F % Rank
Preliminary investigation cannot be perform due to lack of
access to the integrated tax system database
6 100 1
Lack of standard reference number for identifying issues
for resolution 4 66.66
2
Issue/problem cannot be confirm immediately due to users
lack of time to review the resolution 3 50 3
Preliminary investigation cannot be perform due to lack of
knowledge of integrated tax system technical architecture 2 33.33 4
Cannot locate the user to inform whom the issue is
referred
1 16.66 5

29. Three major problems were cited by majority of respondents. Ranked first was a
problem identified by all the respondents or 100 percent who revealed that preliminary
investigation cannot be performed due to lack of access of the integrated tax system
database. There were 4 respondents comprising 66.66 percent who cited problem on the
lack of standard reference number for identifying issues for resolution. As revealed by 3
respondents or 50 percent of the respondents, issue/problem could not be confirm
immediately due to user lack of time to review the resolution.
These findings showed that limiting the role of help desk staff to just receiving the
issue/problem and not giving privilege to analyze the affected record in the database
results to non-investigation and delay in providing resolution.
The lack of standard reference number for identifying issues for resolution is one
of the major problems. The staff is confused on the use of reference numbers since there
are two numbers used in providing resolution. The use of two numbers contributed to
greater time in providing resolution.
Problems of Help Desk Section Regarding the Processing of Issues Logged
Table 10 contains the problems regarding the processing of issues logged.
Table 10
Problems Regarding the Processing of Issues Logged
N=6
Problems F % Rank
Lack of notification tools for the user 6 100 1
There are no procedure and guidelines on classifying issue
according to severity 5 83.33 2
There are no procedure and guidelines on classifying issue
according to priority 3 50 3
Lack of interest of user in following-up of issue 1 16.66 4

30. The majority of the respondents cited three problems that have been met by the
staff in relation with the processing of issues of logged. Six of the staff representing 100
percent cited the lack of notification tools for the user (Ranked 1). There are no
procedures and guidelines on classifying issue according to severity were revealed by 5
respondents or 83.33 percent. Three of the respondents or 50 percent cited that there are
no procedures and guidelines or classifying issue according to priority.
Findings show that the notification tools for user are important in the processing
of issues logged. The lack of it gives the staff a larger time to inform the user on the
status of the processing of issues logged.
Problems of Help Desk Section Regarding the Problem Solving Procedures
Table 11 contains the data regarding the problem solving procedures.
Table 11
Problems of Help Desk Section Regarding the Problem Solving Procedures
N=6
Problems F % Rank
Lack of Operations Manual 6 100 1
Lack of feed back mechanism to improve problem solving
procedure 5 83.33
2
Lack of update bulletin/trends update to inform the staff of
the help desk industry changes and development. 2 33.33 3
Information Handbook is inadequate to support problem
solving complex issues 1 16.66 4
The data show that the majority of the staff cited two problems in connection with
the problem solving procedures. These problems were the lack of operations manual as
cited by 6 respondents or 100 percent and lack of feedback mechanism to improve the
problem solving procedure as revealed by 5 respondents or 83.33 percent.

31. Problems of Help Desk Section regarding the Strategies of Help Desk in Addressing
the Problem
Table 12 presents the data on the problems of Help Desk Section regarding the
strategies of Help Desk in addressing the problem.
Table 12
Problems of Help Desk Section regarding the Strategies of
Help Desk in Addressing the Problem
N=6
Problems F % Rank
Lack of back-up database for Paradigm software in case of
major system shutdown 6 100 1
Inability to utilize the Internet as a tool for issue/problem
Resolution 5 83.33 2
Help Desk bulletin is not regularly published 4 66.66 3
Lack of centralized information dissemination system in
the
development of Help Desk process flows and procedures
1 16.66 4
Three major problems were cited by majority of the respondents. Ranked first
was a problem cited by all of the staff or 100 percent. Who revealed that lack of back-up
database for Paradigm software in remote site in case of major system shutdown. There
were 5 respondents or 83.33 percent identified the inability to utilize the intranet/internet
as a tool for issue/problem resolution (Ranked 2). Ranked third is help desk bulletin is
not regularly published that accounts for 4 respondents or 66.66 percent.
These findings reveals that support facilities are the major concerns in the
operation of help desk. The lack of it will affect the strategies of help desk in addressing
the problem. The process of regularly publishing the help desk bulletin is also cited as
one of the major problems. Consistent publishing of bulletin will further increase call
avoidance.

32. This chapter presented, analyzed and interpreted the data, the succeeding chapter presents
measure to improve the Help Desk Section of the Bureau of Internal Revenue Revenue
Data Center – Visayas.
CHAPTER III
PROPOSED PROGRAM
This chapter presents the proposed program for improving the help desk section.
Program Title
The proposed program for improvement is entitled “SMART-IT-HELP.” It
stands for Service MAnagement Resource Technology ImprovemenT for HELP Desk.
Program Description
The program is composed of three sessions. Each session package will be
attended by the following number of help desk staff members and users.
Batch 1 - 15
Batch 2 - 15
Batch 3 - 15
Batch 4 - 15
Each batch includes help desk staff member. The first and second batches include
two help desk staff members and the batches three and four includes one help desk staff
member each. The grouping of the participants is done to integrate the basic knowledge

33. of the help desk staff member in the interaction process and make the training
manageable. Additionally, the training grouping is organized so as not to disrupt the
operation of the RDC-Visayas help desk section and to be able for the users and staff
members to be flexible in their work schedule.
The training will be conducted at the BIR Mandaue Training Center for three
consecutive days. The schedule for seminars will be every Monday, Wednesday and
Friday of the week starting on the first week of November, 1998. This will enable the
participants to practice the knowledge they in gain during the training during Tuesday
and Thursday and this may also serve as the preparation for the roll-out of the three
computerized districts in Cebu namely, Cebu City South, Mandaue City and Talisay.
Rationale
The functionality of the help desk is deemed to change as the development of
entire organizational technical support structure and service processes is concretized.
The need for periodic assessment and corresponding change in the functionality of the
help desk must be implemented to focuses the users, staff members and management
directions towards organizational mission and vision. An alignment must be
institutionalized to meet the expectation of the taxpayers and to meet the governmental
objectives of providing quality service to the people. The infusion of new ideas to
improve a process and the knowledge, skills and attitudes of the most important
component of the organization, that is the people, must be the primary undertaking of
every organization. One of the approach in materializing the goals of the government is

34. to improve the quality of service through the training of the people and this training must
take place as close to the time that it will be used in practice as possible. The change
process need not be pone in the classroom situation or academic situation. It starts with
the acceptance that organization needs change and that the best means by which the
organization is to develop its human resources. It is also noted that the need for team
building efforts must be one of the primary approach in enhancing cooperative behavior
of the employee. From this principle, the researcher presents “SMART-iT-HELP” to the
users, help desk staff members and the management of the RDC –Visayas.
Objectives
The following are the objectives of the SMART-IT-HELP.
1. Improve the skills and attitudes of the users and staff members of the help
desk.
2. Improve the manner by which the problem reporting, providing resolution,
processing, problem solving and strategies in addressing the problem are
perform.
3. Improve the leadership behavior of technical users and help desk staff.
4. Recognize the need for cooperative efforts in solving organizational problems.
5. Provide inputs for the improvement of the help desk facilities such as working
papers, technical plans and functional analysis in support to the over-all
information systems plan.

35. Program Management
The section will discuss the manner by which the program will be implemented.
Scheme of Implementation
The researcher will present the scheme of implementation for the program that is
recommended to the information systems group management. The next section presents
the stages of planning, organizing, directing and controlling the program.
Planning
At this phase, the researcher will be performing the program coordination
function. The following course of action will be perform.
1. The researcher will submit a request for approval of the implementation of the
proposed program to the RDC-Visayas Management. Attached will be the
summary of findings of the study and its highlights.
2. Coordination with the Human Resources management Unit (HRMU) of the
Region 13 – Cebu and Training Division of the National Office will be
perform to discuss the benefit of the program.
3. Preliminary meetings will be conducted with the RDC – Visayas Management
and HRMU to clarify issues that may arise from the specific components of
the proposed program.
4. Upon approval, the organizational structure for the training group will be
develop.

36. Organizing
The researcher will recommend the following structure to be organized.
1. Coordinating Team
The coordination team is composed of training management office
representative, HRMU representative and the representative from Information
Systems Operations Service of the National Office
2. Secretariat
3. Trainer Team
4. Facilities Management Team
Directing
Below are the specific duties and responsibilities are assigned to the various teams
that will implement the program.
1. Coordinating Team
1.1 In-charge of the over-all activities set in the training.
1.2 Coordinate with the National Office and Regional Office Staff in the
conduct of the training such as preparation for request for budget,
endorsing the program to Human Resources Development Service and
others functions relative to the success of the training.
1.3 Supervise the secretariat in the course of its functions.
1.4 Select the training course facilitators.
1.5 Prepare over-all guidelines and procedures in the conduct of the training.

37. 2. Secretariat
2.1 Prepare documentary training materials to be used in the training.
2.2 Monitor the registration and attendance of the participants.
2.3 Prepare certificates to be distributed after the training.
2.4 Plan the menu for the snacks and meals of the participants and other
personnel involve in the training.
2.5 In charge of the serving of snacks and meals.
3. Trainer Team
3.1 Coordinate with the training coordinator regarding the evaluation of the
training facilitator.
3.2 Coordinate with the training facilitator in evaluating the participants.
3.3 Assist the facilitator in the conduct of the training session.
4. Facilities Management Team
4.1 Provide technical support in case of audio visual and computer
malfunction.
4.2 Coordinate with the Secretariat in the keep up of the training areas and
facilities.

38. Program Content
This section presents the module for SMART-IT-HELP. It is presented as an
action plan.
Session I Reporting Techniques and Style
Database Content Process (Activity)
Time
Frame Evaluation
Person
Involved Budget
Table 2
Functionality
In Reporting
Problems
Improving
reporting
skills
A. Initial
Activity
Review of help
desk task
procedures. The
participants are
given a problem
reporting scenario
and asked to
define the process
flow of the help
desk in problem
reporting.
B. Processing
The participants
are group into
five with three
members each.
1. The problem
is discussed
by the group
members.
2. The
participants
analyze the
problem and
present a
concise
description of
the problem to
be logged.
3. Using the
asigned
personal
computer, the
One day
8:00 am –
5:00 pm
After the
session ,
the
module
will be
evaluated
according
to:
1.Content
2. Appli-
cability
3. Techni-
cal cla-
rity
The
module
will be
rated
according
to the
following
scales:
5-Exce-
llent
4-Very
Good
3-Good
2-Fair
1-Poor
Facilitator
Group
Presentor
Participants

39. participants
sends the
problem to the
designated
facilitator
using the e-
mail facility
of the
computer.
4. Each group
presents the
problem log
and discusses
the
construction
of the
problem.
5. Each group
presents the
process
flowchart of
the activity
they
performed.
C. Theory Input
Identifying the
salient features of
help desk
reporting.
1. The users and
staff members
are involved
in the process
of re-porting,
a feeling of
cooperation
efforts must
be instill to
improve the
communi-
cation process
and to align
the user and
staff members
compre-

40. hension.
2. Each users
and staff
members
must have the
feeling of
belonging
ness to a
single
organization.
Problem can
be solve
through open
communi-
cation and
adequate
knowledge of
the reporting
process.
D. Open Forum
Participants are
allowed to
express their
views on the use
of technology and
discusses its
impact to produc-
tivity.
E. Synthesis
The help desk
reporting task
proceduremust be
founded on the
cooperative
efforts of users an
dstaff members.

41. Session II
Problem Solving Techniques
Database Content Process (Activity)
Time
Frame Evaluation
Person
Involved Budget