A Lecture Presentation for

Philippine Councilors League

Prepared by:
Josefina B. Bitonio, DPA
LNU Graduate School
 Is there a Philippine
Public Administration or
Better Still, for whom is
Public Administration?

Brillantes, Jr. and Fernandez:2008

There is . . . .
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.

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
www.ginandjar.com
 Interdisciplinary Interface of
Public Administration Law

ADMINISTRATIVE LAW
LAW DISCRETIONARY
POWERS

BUSINESS
PUBLIC
POLITICS ADMINISTRATION
MANAGEMENT

PUBLIC POLICY ECONOMICS PUBLIC CHOICE

Rationale Economic Man
Responsive to citizens Man: The Decision Maker
need and preferences
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Application of scientific process to the
administrative process (1930s)

Luther Gulick and Lyndall Urwick

POSDCORB
planning, organizing, staffing,
directing, coordinating, reporting and
budgeting.
 Public Adminstration

Occupation Academic Field

/Profession

Teaching Research
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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Public Administration
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.
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 PAs 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 How the business
How the Project programmer wrote it consultant
How the customer Leader Understood How the analyst described it
explained it it designed it

How the How it was What the

How the project What operations customer was customer really
was documented were installed billed supported needed
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 Judiciary
Legislature
/Government

Public
Administration
 THE PHILIPPINE ADMINISTRATIVE SYSTEM
EXECUTIVE BRANCH

PRESIDENT
VICE-PRESIDENT

CONSTITUTIONAL OTHER EXECUTIVE

BODIES OFFICES
GENERAL GOVERNMENT SECTOR

DEPARTMENT OF DEPARTMENT
OFFICE OF THE PRESS
FOREIGN AFFAIRS OF FINANCE
SECRETARY
DEPARTMENT OF NATIONAL ECONOMIC
BUDGET AND DEVELOPMENT
MANAGEMENT AUTHORITY
TRADE AND INDUSTRY SECTOR
AGRICULTURE, AGRARIAN REFORM AND ENVIRONMENT SECTOR

DEPARTMENT OF DEPARTMENT OF DEPARTMENT OF

DEPARTMENT OF DEPARTMENT
AGRARIAN REFORM ENVIRONMENT AND TRADE
AGRICULTURE OF TOURISM
NATURAL RESOURCES AND INDUSTRY
ENERGY AND INFRASTRUCTURE SECTOR EDUCATION, CULTURE AND MANPOWER DEVELOPMENT SECTOR

DEPARTMENT DEPARTMENT OF DEPARTMENT OF EDUCATION, STATE COLLEGES

OF ENERGY PUBLIC WORKS AND CULTURE AND SPORTS AND UNIVERSITIES
HIGHWAYS
DEPARTMENT OF DEPARTMENT OF LABOR
TRANSPORTATION AND EMPLOYMENT
AND COMMUNICATIONS
HEALTH AND WELFARE SECTOR DEFENSE SECTOR SCIENCE AND TECHNOLOGY SECTOR

DEPARTMENT DEPARTMENT OF SOCIAL DEPARTMENT DEPARTMENT OF

OF HEALTH WELFARE AND DEVELOPMENT OF NATIONAL SCIENCE AND TECHNOLOGY
DEFENSE
PUBLIC ORDER AND SAFETY SECTOR LOCAL GOVERNMENT SECTOR

DEPARTMENT DEPARTMENT OF INTERIOR AND

OF JUSTICE LOCAL GOVERNMENT

AUTONOMOUS REGION CORDILLERA

OF MUSLIM MINDANAO LOCAL GOVERNMENT ADMINISTRATIVE
UNITS REGION

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)
 THE PHILIPPINE ADMINISTRATIVE SYSTEM
EXECUTIVE BRANCH

PRESIDENT
VICE-PRESIDENT

CONSTITUTIONAL OTHER EXECUTIVE

BODIES OFFICES
GENERAL GOVERNMENT SECTOR

DEPARTMENT OF DEPARTMENT
OFFICE OF THE PRESS
FOREIGN AFFAIRS OF FINANCE
SECRETARY
DEPARTMENT OF NATIONAL ECONOMIC
BUDGET AND DEVELOPMENT
MANAGEMENT AUTHORITY TRADE AND INDUSTRY SECTOR
AGRICULTURE, AGRARIAN REFORM AND ENVIRONMENT SECTOR

DEPARTMENT OF DEPARTMENT OF DEPARTMENT OF

DEPARTMENT OF DEPARTMENT
AGRARIAN REFORM ENVIRONMENT AND TRADE
AGRICULTURE OF TOURISM
NATURAL RESOURCES AND INDUSTRY
ENERGY AND INFRASTRUCTURE SECTOR EDUCATION, CULTURE AND MANPOWER DEVELOPMENT SECTOR

DEPARTMENT DEPARTMENT OF DEPARTMENT OF EDUCATION, STATE COLLEGES

OF ENERGY PUBLIC WORKS AND CULTURE AND SPORTS AND UNIVERSITIES
HIGHWAYS
DEPARTMENT OF DEPARTMENT OF LABOR
TRANSPORTATION AND EMPLOYMENT
AND COMMUNICATIONS
HEALTH AND WELFARE SECTOR DEFENSE SECTOR SCIENCE AND TECHNOLOGY SECTOR

DEPARTMENT DEPARTMENT OF SOCIAL DEPARTMENT DEPARTMENT OF

OF HEALTH WELFARE AND DEVELOPMENT OF NATIONAL SCIENCE AND TECHNOLOGY
DEFENSE
PUBLIC ORDER AND SAFETY SECTOR LOCAL GOVERNMENT SECTOR

DEPARTMENT DEPARTMENT OF INTERIOR AND

OF JUSTICE LOCAL GOVERNMENT

AUTONOMOUS REGION CORDILLERA

OF MUSLIM MINDANAO LOCAL GOVERNMENT ADMINISTRATIVE
UNITS REGION

Source PA 208 by de Vera UP NCPAG

 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+-) For the purpose of administration and
E. Cities (140) development planning, the Philippines is
divided into 17 administrative regions. In
F. Municipalities (1,494) each regional capital, the 26 departments
G. Barangays (42,027) of the national government have their
regional offices.

Number of current regions, provinces,

municipalities, and cities in the Philippines as
of 30 June 2012 (Wikipedia)
 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.
Discuss the strengths, weaknesses,
innovations, best practices of the
administrative system of the LGUs in terms
of the implementation of the following:
DSWD, DOH, DA, DENR, DPWH,
Devolved Services DepEd, DOT, DOTC

DAR, DENR, DOH, DA-NMIC, DPWH,

Regulatory Powers DORC LTFRB, HLURB, PGFC

Governmental and Management of economic enterprise

Corporate Powers Domestic and foreign grants

NGO-LGU Role in Participation to LDG, LSB, LHB

Governance BOT/BT

Human Resource OS, staffing pattern

Development Capability building
 Four Types of Accountability

Types of Accountability

Individual Accountability

Accountability
of Administrators

Political Accountability

Accountability
of National Leaders
 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.
 Four Types of Accountability

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
 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
Pre planning or
Reorganization

Government Preparation of
Reorganization
proposals

Final Stage

There are 3 phases of government

reorganization of law
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 Process
Budget
Preparation
(DBCC, agencies)
Budget
Budget
Approval
Accountability
(Congress)
(agencies, COA) Budget
Process

Budget
Execution
(agencies)
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 Presidents 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--vis approved
work targets.
2.265 trillion
2014

2.265 trillion
The 2014 GAA is Php 2.265 trillion, 13
percent higher than the 2013 GAA. This budget
embodies the Aquino administrations 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.
 http://www.pinoyexchange.com/
http://www.pinoyexchange.com/
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 2008 Inventory of Government Personnel by CSC
11 26,599
12 12 41,684
 Size of the Bureaucracy: 1st
Quarter of 2010 No. of Government
Personnel
As of 1st quarter of 2010, the estimated As of 1st Quarter, 2010
number of government personnel reached 7%
is 1,313,770. Of this figure, 835,152 or 29%
63.6% are employed by the different 64%
National Government Agencies (NGAs)
(including State Universities and Colleges). NGAs LGUs

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%
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