Prepared by:

Josefina B. Bitonio, DPA LNU Graduate School

A Lecture – Presentation for

Philippine Councilors’ League

Is there a Philippine Public Administration or Better Still, for whom is Public Administration?

Brillantes, Jr. and Fernandez:2008

A Philippine Public Administration as far as there is an American, French and Thai public administration.

A Philippine public administration as far as there are institutions of public administration addressing specific sectoral concerns.

A Philippine public administration as far as it being a field of study is concerned.

A Philippine public administration considering the massive role of the bureaucracy in Philippine public administration.

A Philippine public administration when we consider its major institutions in education, politics and government.

There is . . . .

Brillantes, Jr. and Fernandez:2008

Public Administration is a field with a rich

heritage.

To promote superior understanding of PAS and

its relationship with the society it governs as

well as to encourage public policies more

responsive to social needs and institute

managerial practice attuned to effectiveness,

efficiency, and the deeper human requisites of

the citizenry

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Interdisciplinary Interface of

Public Administration Law

LAW

POLITICS

BUSINESS

ECONOMICS

ADMINISTRATIVE LAW

• DISCRETIONARY

POWERS

MANAGEMENT

PUBLIC POLICY

Rationale

Responsive to citizens

need and preferences

PUBLIC CHOICE

Economic Man

Man: The Decision Maker

PUBLIC

ADMINISTRATION

Application of scientific process to the

administrative process (1930s)

Luther Gulick and Lyndall Urwick –

POSDCORB

planning, organizing, staffing, directing, coordinating, reporting and budgeting.

Occupation /Profession

Academic Field

Research Teaching

Public Adminstration

PRAXIS. From its beginning, the

discipline has also enjoyed extensive

interaction between those who

practice it allowing more intensive

experimentation than has been

possible in some social sciences.

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Raul P. De Guzman -1993

-It is the process and contents of implementing public policies and programs.

- It is cooperative human action whether within the public bureaucracy, the private sector, or in NGOs aimed at delivering services to the people.

Public Administration

Philippine Administrative System (PAS)

PAS refers to a network of

organizations with specific rules and

goals, structures, resources and

programs. It includes the internal

processes of and the interaction between

and among public organizations, which

are constituted to implement, help

formulate, monitor or assess public

policies

Philippine Administrative System (PAS)

Public PA socio-political and economic environment system covers the PA relationship with its immediate public in contact, as well as the PA’s reactions to or how it is affected by the greater socio-political and economic environment within which it operates

Public PA Socio-Political and Economic Environment System

Leonard D. White. His book, Introduction to the Study of Public Administration, is one of the most influential texts in public administration to date. One of his assumptions was that administration is still an art. He, however, recognized the ideal of transforming it into a science. emphasizing the managerial phase of administration.

Philippine Administrative System (PAS)

PAS empowers people:

1) institutionalizes access to PAS services;

2) decentralizes & makes operations transparent;

3) listens and works with people;

4) procedures should be made simple and

local language should be used.

Components of PAS

• Public organization - legal mandates, major functions and structures, etc.

• Internal procedures and interactive efforts - perform public functions thru defined rules and procedures internal to the org.

• Responsible for implementing public policies – formulated jointly by the legislative and executive branches

• Conscious of the different kinds of clientele that it deals with socio-political, economic environment –

• PAS as part of the bigger social system with competing claims to limited resources and, institutions play a role in determining the utilization of resources

Sources of Power

• Instrument of the state – government functions are exercised legitimately, supported by enabling state policies and authority

• Enforcer and implementer of public policy – discretion in policy

Sources of Power

• Service delivery system – discretion to determine quantity, quality, adequacy and timeliness of services it provides

• Participant in policy formulation – advice is sought on legislation and policy-making

Sources of Power

• Technical expertise –professional training of civil servants in areas of competence on policy issues

• Nationwide presence – expansive reach to mobilize support for programs all over the country.

Capability Building

– refers to the “building of people-based structures and institutions which is the real essence of the concept. It means enabling people to organize themselves around common needs and to work together towards common ends. It is addressed to policy makers, program implementer, and program beneficiary”.

Capability Building

Stages of CB Process

Problem Identification

Objective Setting

Program planning

Structure building

How the customer

explained it

How the Project

Leader Understood

it

How the analyst

designed it

How the business

consultant

described it

How the project

was documented

What operations

were installed

How the

customer was

billed

How it was

supported

What the

customer really

needed

How the

programmer wrote it

Four Outputs of Capability Building

Effective self sustaining community organizations

Installation of community self management process

Partnership/linkage with outside structures

Community problem solving capability

Public Administrative System (PAS) Structure

Constitutional bodies:

constitutional commissions – Civil Service Commission (CSC), Commission on Audit (COA), Commission on Elections (COMELEC);

Public Administrative System (PAS) Structure

constitutionally created/mandated special bodies

Commission on Human Rights (CHR) and Ombudsman

Public Administrative System (PAS) Structure

Executive Departments

Legislative Branch

Judicial Branch

Public Administrative System (PAS) Structure

Government Owned Companies or Corporations (GOCCs) (wholly-owned or at least 51%)

Chartered institutions (created by law)

LGUs

Constitution

Executive

/Government Legislature

Judiciary

Public

Administration

PRESIDENT

VICE-PRESIDENT

CONSTITUTIONAL

BODIES

OTHER EXECUTIVE

OFFICES

DEPARTMENT

OF FINANCE

DEPARTMENT OF

BUDGET AND

MANAGEMENT

NATIONAL ECONOMIC

DEVELOPMENT

AUTHORITY

DEPARTMENT OF

FOREIGN AFFAIRS OFFICE OF THE PRESS SECRETARY

DEPARTMENT OF

AGRARIAN REFORM DEPARTMENT OF

AGRICULTURE

DEPARTMENT OF

ENVIRONMENT AND

NATURAL RESOURCES

DEPARTMENT

OF TOURISM

DEPARTMENT OF

TRADE

AND INDUSTRY

DEPARTMENT

OF ENERGY

DEPARTMENT OF PUBLIC WORKS AND HIGHWAYS

DEPARTMENT OF TRANSPORTATION AND COMMUNICATIONS

DEPARTMENT OF EDUCATION, CULTURE AND SPORTS

STATE COLLEGES

AND UNIVERSITIES

DEPARTMENT OF LABOR

AND EMPLOYMENT

DEPARTMENT

OF HEALTH DEPARTMENT OF SOCIAL

WELFARE AND DEVELOPMENT

DEPARTMENT

OF NATIONAL

DEFENSE

DEPARTMENT OF

SCIENCE AND TECHNOLOGY

DEPARTMENT

OF JUSTICE DEPARTMENT OF INTERIOR AND LOCAL GOVERNMENT

AUTONOMOUS REGION

OF MUSLIM MINDANAO

CORDILLERA

ADMINISTRATIVE

REGION

LOCAL GOVERNMENT

UNITS

THE PHILIPPINE ADMINISTRATIVE SYSTEM EXECUTIVE BRANCH

GENERAL GOVERNMENT SECTOR

AGRICULTURE, AGRARIAN REFORM AND ENVIRONMENT SECTOR TRADE AND INDUSTRY SECTOR

ENERGY AND INFRASTRUCTURE SECTOR EDUCATION, CULTURE AND MANPOWER DEVELOPMENT SECTOR

HEALTH AND WELFARE SECTOR DEFENSE SECTOR SCIENCE AND TECHNOLOGY SECTOR

PUBLIC ORDER AND SAFETY SECTOR LOCAL GOVERNMENT SECTOR

Source PA 208 by de Vera UP NCPAG

B. SPECIAL AGENCIES/OFFICES

Metro Manila Development Authority National Anti-Poverty Commission National Youth Commission (R.A. 8044 – Youth in Nation

Building Act) Council for the Welfare of Children (R.A. 8980 – ECCD

Law – December 2000) – now with DSWD Office of Muslim Affairs (E.O. 122-A – June 30, 1987) National Commission on Indigenous Peoples (R.A. 8371 -

IPRA law – October 29, 1997) – attached to DAR National Nutrition Council (PD 491 – June 25, 1974)–

attached to DSWD, then DA, then DOH Agno River Basin Development Commission (abolished

by EO 357)

Source PA 208 by de Vera UP NCPAG

PRESIDENT

VICE-PRESIDENT

CONSTITUTIONAL

BODIES

OTHER EXECUTIVE

OFFICES

DEPARTMENT

OF FINANCE

DEPARTMENT OF

BUDGET AND

MANAGEMENT

NATIONAL ECONOMIC

DEVELOPMENT

AUTHORITY

DEPARTMENT OF

FOREIGN AFFAIRS OFFICE OF THE PRESS SECRETARY

DEPARTMENT OF

AGRARIAN REFORM DEPARTMENT OF

AGRICULTURE

DEPARTMENT OF

ENVIRONMENT AND

NATURAL RESOURCES

DEPARTMENT

OF TOURISM

DEPARTMENT OF

TRADE

AND INDUSTRY

DEPARTMENT

OF ENERGY

DEPARTMENT OF PUBLIC WORKS AND HIGHWAYS

DEPARTMENT OF TRANSPORTATION AND COMMUNICATIONS

DEPARTMENT OF EDUCATION, CULTURE AND SPORTS

STATE COLLEGES

AND UNIVERSITIES

DEPARTMENT OF LABOR

AND EMPLOYMENT

DEPARTMENT

OF HEALTH DEPARTMENT OF SOCIAL

WELFARE AND DEVELOPMENT

DEPARTMENT

OF NATIONAL

DEFENSE

DEPARTMENT OF

SCIENCE AND TECHNOLOGY

DEPARTMENT

OF JUSTICE DEPARTMENT OF INTERIOR AND LOCAL GOVERNMENT

AUTONOMOUS REGION

OF MUSLIM MINDANAO

CORDILLERA

ADMINISTRATIVE

REGION LOCAL GOVERNMENT

UNITS

THE PHILIPPINE ADMINISTRATIVE SYSTEM EXECUTIVE BRANCH

GENERAL GOVERNMENT SECTOR

AGRICULTURE, AGRARIAN REFORM AND ENVIRONMENT SECTOR TRADE AND INDUSTRY SECTOR

ENERGY AND INFRASTRUCTURE SECTOR EDUCATION, CULTURE AND MANPOWER DEVELOPMENT SECTOR

HEALTH AND WELFARE SECTOR DEFENSE SECTOR SCIENCE AND TECHNOLOGY SECTOR

PUBLIC ORDER AND SAFETY SECTOR LOCAL GOVERNMENT SECTOR

D. LOCAL GOVERNMENT UNITS - TERRITORIAL AND POLITICAL SUBDIVISION OF THE STATE

A. 1 Metropolitan Government

B. Regions- AUTONOMOUS REGION OF MUSLIM MINDANAO ( Lanao del Sur, Maguindanao, Sulu, Basilan, Tawi-Tawi, and the city of Marawi)

C. 1 Special Administration region

D. Provinces (80+-)

E. Cities (140)

F. Municipalities (1,494)

G. Barangays (42,027)

Number of current regions, provinces, municipalities, and cities in the Philippines as of 30 June 2012 (Wikipedia)

For the purpose of administration and development planning, the Philippines is divided into 17 administrative regions. In each regional capital, the 26 departments of the national government have their regional offices.

The following political units have been created:

Metropolitan Manila Development Authority (MMDA);

Autonomous Region of Muslim Mindanao (ARMM); and

Cordillera Administrative Region (CAR)

Administrative Relationships If an office is under the supervision and control of

another unit, it means that the higher office:

– Has authority to act directly, whenever specific function is entrusted by law or regulation to a subordinate

– Directs the performance of a duty

– Restrains the commission of acts

– Reviews, approves, reverses or modified acts or decision of subordinate officials and units

– Determines priorities in executing plans and programs

– Prescribes standards, guidelines, plans and programs

Administrative Supervision and Attachment Administrative

Supervision:

– Oversee the operations of such agencies to insure these are managed effectively, efficiently and economically; no interference in day to day activities

– Require submission of reports; cause the conduct of mgt audit, performance evaluation and inspection to determine rectification of violations, abuses, etc.

– Review and pass upon budget proposal of such agencies, but may not increase or add to them.

Administrative Supervision and Attachment

(Attached agencies or corporations)

– Department represented in the board, as chair or member

– Comply with periodic reporting

– Department provides general policies thru its board representatives

Local Government Functions Local governments have four major

categories of functions:

Efficient service delivery;

Management of the environment;

Economic development; and

Poverty alleviation.

Workshop 1

Local Government Administration and

the Challenges of Rural Development”

Local Governance serves its big importance

for the development of a certain country as

it is considered as the basic governing

entity.

• DSWD, DOH, DA, DENR, DPWH, DepEd, DOT, DOTC Devolved Services

• DAR, DENR, DOH, DA-NMIC, DPWH, DORC – LTFRB, HLURB, PGFC Regulatory Powers

• Management of economic enterprise

• Domestic and foreign grants Governmental and Corporate Powers

• Participation to LDG, LSB, LHB

• BOT/BT NGO-LGU Role in

Governance

• OS, staffing pattern

• Capability building Human Resource

Development

Discuss the strengths, weaknesses,

innovations, best practices of the

administrative system of the LGUs in terms

of the implementation of the following:

Types of Accountability

Individual Accountability

Accountability

of Administrators

Political Accountability

Accountability

of National Leaders

Four Types of Accountability

Four Types of Accountability

Individual accountability – public employees are answerable for the responsible, efficient and effective performance of their tasks.

Accountability of administrators – for their stewardship of the administrative authority, resources and information placed at their disposal as leaders of public organization.

Political accountability – of institutions that must answer for their organizational mandate and functions, particularly as they form part of the incumbent government strategy for national development.

Accountability of national leaders – elected national leadership must answer for the performance in pursuing their programs of government and their use of national resources, given the authority, power and resources vested in them by their constituency

Four Types of Accountability

Government Reorganization

- planned deliberate efforts to systematically alter the existing organizational structure usually for the purpose of achieving government objectives with more economy, efficiency and effectiveness

Government Reorganization

There are 3 phases of government reorganization of law

Government

Pre planning or

Reorganization

Preparation of

Reorganization

proposals

Final Stage

1. Pre-planning or reorganization:

1) how reorganization is initiated;

2) who is the authority vested with reorganization;

3) setting goals and tasks;

4) defining the powers to reorganize & outline the

scope;

5) setting resources

2. Preparation of reorganization proposals:

1) constituting the reorganization body;

2) preparing the reorganization proposals;

3) recruiting support and staff;

4)creating information base for preparation of proposals

3. Final stage

- is the passage of a law that grants the authority to implement the reorganization process

THE BUDGET CYCLE

1. The Budget Cycle Budget Preparation

(DBCC, agencies)

2. Budget Approval Accountability (Congress)(agencies, COA)

3. Budget Process Budget Execution

(agencies)

Budget Preparation

(DBCC, agencies)

Budget Execution (agencies)

Budget Accountability

(agencies, COA)

Budget Approval

(Congress)

Budget Process

Budget Process

1. Budget Preparation Budgetary parameters is determined by the

Department Budget Coordination Committee (DBCC) composed of DBM, NEDA, DOF, BSP and OP

1. Budget Preparation DBCC recommends:

– level of annual government expenditure program and ceiling for government spending for economic and social development, national defense, general government and debt service

– proper allocation of expenditures for each development activity between current operating expenditures and capital outlay

– amount set to be allocated for capital outlay under each developments activity for the various capital or infra projects. Sets budget ceiling consistent with macro-economic targets as presented in the MTPDP

Budget Preparation After budget parameters are approved, DBM issues

the budget call (National Budget Circular), defining the budget framework. Budget hearings. Upon receipt of the budget call, agencies issue their own internal office guidelines to prepare budgetary estimates along the broad framework of the policy guidelines. Budget review and consolidation. After agency hearings, modifications and revisions of agency budget proposals may be made. DBM consolidates results of these changes and clears with the President thru DBCC. President then authorized DBM to estimate total expenditures & reconcile with revenue estimates.

2. Budget validation & confirmation

After consolidation into a national budget, this is subjected to further evaluation/validation, by DBM thru comprehensive policy review of all agency and special purpose fund budgets, then to DBCC for examination. Approval by the President and Cabinet. The approved budget is forwarded to Congress, together with the President’s budget message and other documents, i.e. Budget of Expenditure and Sources of Financing, the National Expenditure Program, and the Regional Expenditure Program.

3. Budget Approval: Execution & Accountability Budget approval Converting budget proposal into law – the

General Appropriations Act (GAA) Budget Execution: Allotment and cash release program based on the GAA. Agency submits to DBM its Agency Budget Matrix (ABM). DBM issues the Special Allotment Release Order (SARO) and Notice of Cash Allocation (NCA) Budget Accountability. Establishes accountability of government agencies that received public funds, thru system of monitoring agency performance vis-à-vis approved work targets.

2.265 trillion

The 2014 GAA is Php 2.265 trillion, 13 percent higher than the 2013 GAA. This budget embodies the Aquino administration’s thrust for inclusive development. Its markedly higher allocations for social and economic services will be invested in empowering the people and creating more economic opportunities for them. With this Budget, the Aquino administration further deepens reforms in governance, particularly in the management of public funds.

2014

2.265 trillion

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Top 10 Departments

Inventory of Government Personnel

360,000 employed in 1960.

In 1970, the ratio of government personnel to the total population is 1:90. By 1990, the ratio stood at 1:52.

Since 1992, growth in size has been arrested due to the combined effects of a number of right-sizing initiatives which include: the 5-year effectivity of RA 7041 or the Attrition Law; agency-specific streamlining programs; changes in budgetary allotments which funded only the filled positions; and to some extent, the exit of positions in the disposed or privatized units of government.

In the last four years, increases in number of personnel have been attributed to the population-based personnel teachers and policemen and to the local government units, the last due to devolution by the national government of certain functions and activities. Outside of those classes of personnel, the increase in national employees (NGAs) and those employed by government-owned or controlled corporations (GOCCs) has switched into a decelerating mode

Political and Economic Risk Consultancy (PERC) Survey (2010)

Ranking 12 key countries and territories on a scale from one to 10, with 10 as the worst possible score, the business executives in the survey rated India as having the region's most inefficient bureaucracy.

Number of Government Personnel by Region: 2008 Region Government Personnel Philippines 1,313,538 1 66,122 NCR 506,103 2 23,258 CAR 37,819 3 104,354 CARAGA 23,186 4 100,758 ARMM 50,676 5 66,497 6 60,589 7 59,902 8 66,455 9 52,131 10 10 27,405 11 26,599 12 12 41,684

2008 Inventory of Government Personnel by CSC

Size of the Bureaucracy: 1st Quarter of 2010

As of 1st quarter of 2010, the estimated number of government personnel reached is 1,313,770. Of this figure, 835,152 or 63.6% are employed by the different National Government Agencies (NGAs) (including State Universities and Colleges). Employees at the Local Government Units (LGUs) totaled 383,805 or 29.2%, while the personnel complement at the Government Owned and Controlled Corporations (GOCCs) totaled 94,813 or 7.2%

64%

29% 7%

No. of Government Personnel

As of 1st Quarter, 2010

NGAs LGUs

Source: http://excell.csc.gov.ph/cscweb/IGP2Q2010.pdf

Reference:

Alfiler Ma. Concepcion P. Philippine Administrative System (PAS)., UP Open University, Diliman Quezon City

Rubico, Naty. Philippine Administrative System UP NCPAG 2010