The document discusses the development of public administration in the Philippines over time. It began in the 1950s when the University of the Philippines established the Institute of Public Administration with assistance from the University of Michigan. Since then, several other universities have offered public administration programs. The administrative structure of the Philippines consists of regions, provinces, cities, municipalities, and barangays. Filipino administrative culture is influenced by cultural values like patronage, mediocrity, ambiguity, and graft. Integrating values like kapwa, damdamin, and dangal can help public administration. Public administration in the Philippines has gone through different phases and continues to change and evolve over time to address new issues.

1. The Philippine Public
Administration
ER HEART ALBAY
JAY PAUL BERNALES
ROGELIO SABORDO
PA 204:
THEORY AND PRACTICE IN PUBLIC ADMINISTRATION

2. Overview of the Topic
I. Development of Public Administration and Management in the
Philippines
II. Philippine Administrative Structure
III. Filipino Administrative Culture
IV. Integrating Filipino Values in Public Administration
V. Changes and Trends in Public Administration in the Philippines

3. I. Development of Public Administration and
Management in the Philippines
The Study of Public Administration in the Philippines is
pioneered by the University of the Philippines in
Diliman, Quezon City in 1950s.
In 1952, the Institute of Public Administration (IPA) was
Established, with the technical assistance from University
of Michigan in the field of effective government and
administration.
PA models were basically Western and European concepts
but over the decades, the search for indigenous
Filipino concepts and models was later developed
modestly.

4. According to history, the College changed its name four
times since 1952.
From Institute of Public Administration to Graduate School
of Public Administration to College of Public
Administration and now the National College of Public
Administration and Governance.
In July 1956, the contract with University of Michigan
ended and Filipino staff gradually took over and
assumed full responsibility for the IPA.
I. Development of Public Administration and
Management in the Philippines

5. In the 1960s, the IPA was made to a graduate school, a
school of public administration, and was elevated to
college status.
(1950s-1960s) the emphasis in the curricular program was
on internal management, the staffs functions in
government organization and management, personnel and
fiscal administration and some courses in local
government.
In 1971, other institutions started offering courses in
Public Administration with a total 15 colleges and
universities.
I. Development of Public Administration and
Management in the Philippines

6. On November 26, 1998, the College of Public
Administration (since 1987) was renamed as National
College of Public Administration and Governance
(NCPAG).
UP-NCPAG is the leading PA school in the country and in the
Asian Region as well, the center of academic excellence
in Public Administration education in the Philippines.
Today, many schools in the country have grouped themselves
into an Association of Schools of Public Administration in
the Philippines (ASPAP) Inc.
I. Development of Public Administration and
Management in the Philippines

7. II. Philippine Administrative Structure
The Philippines is divided into four levels of administrative
divisions with the lower three being defined in the Local
Government Code of 1991 as local government units (LGUs).
Regions (Filipino: rehiyon)
Provinces (Filipino: lalawigan or probinsya)
Cities (Filipino: lungsod or siyudad) and Municipalities (Filipino: bayan or
munisipalidad)
Barangays (formerly known, and sometimes still referred to as, barrios)

8. II. Philippine Administrative Structure

9. REGIONS
Regions are groupings of geographically adjacent LGUs which are
established, disestablished and modified by the President of the
Philippines
The Philippines is subdivided into seventeen (17) regions –
eight (8) in Luzon,
three (3) in the Visayas, and
six (6) in Mindanao
These regions are not local government units but their existence is primarily for
administrative purposes. Thus in each region, a city is designated as the center
where each of the national government agencies have a regional office.

10. REGIONS
Region I – Ilocos Region
Region II – Cagayan Valley
Region III – Central Luzon
Region IV-A – CALABARZON
MIMAROPA Region
Region V – Bicol Region
Region VI – Western Visayas
Region VII – Central Visayas
Region VIII – Eastern Visayas
Region IX – Zamboanga
Peninsula
Region X – Northern Mindanao
Region XI – Davao Region
Region XII – SOCCSKSARGEN
Region XIII – Caraga
NCR – National Capital Region
CAR – Cordillera Administrative
Region
BARMM – Bangsamoro
Autonomous Region in Muslim
Mindanao

11. LOCAL GOVERNMENT UNIT
In the Local Government Code of 1991, a local government unit
(LGU) can take the form of a province, a city, a municipality, or
a barangay.
 All LGUs have local legislatures (Sanggunian) and local chief
executives (governor, mayor, or barangay captain) that are
elected by popular vote.
Per the Local Government Code of 1991, section 25, the President
of the Philippines exercises direct supervisory authority over
provinces and independent cities.

12. PROVINCES
A province is composed of component cities and
municipalities, over which it exercises supervisory
authority.
Each province is headed by a governor and vice governor.
Its legislative body is the Sangguniang Panlalawigan.
There are eighty-one (81) provinces in the Philippines
thirty-eight (38) in Luzon
twenty-seven (27) in the Visayas, and
sixteen (16) in Mindanao

13. CITIES
A City is similar to a municipality, but is more urbanized and better
developed.
Cities in the Philippines are classified into
Highly urbanized cities (HUCs) - thirty-three (33) cities
Component cities - One hundred-eight (108) cities
Independent component cities -five (5) cities
The elected officials of the city government are the Mayor who is the
chief executive, the Vice-Mayor, and the Sangguniang Panlungsod
members.

14. MUNICIPALITIES
A Municipality consists of a number of barangays, and
serves primarily as a general purpose government
for the coordination and delivery of basic,
regular, and direct services within its jurisdiction.
The municipalities in the Philippines total 1,488 in all.
The elected officials of the municipal government are the
Mayor who is the chief executive, the Vice-Mayor, and the
Sangguniang Bayan members.

15. BARANGAYS
The barangay is the basic political unit of the government.
Each barangay is headed by a Barangay Captain. Its local legislative
body is the Sangguniang Barangay.
The primary requisite for the creation of a barangay is a population
of at least 2,000. But for highly urbanized cities, a minimum of
5,000 inhabitants is required.
As of 2021, there are 42,046 barangays in the Philippines

16. III. Filipino Administrative Culture
CULTURE
Latin word – “colere” meaning to tend the earth and grow, or
cultivation and nurture.
the characteristics and knowledge of a particular group of people,
defined by everything from language, religion, cuisine, social habits,
music and arts.
Administrative culture is a set of values that influence the behavior
of a member of an organization. Briefly stated, administrative culture
refers to a pattern of orientations, such orientation may be cognitive
and evaluative.

17. III. Filipino Administrative Culture
TRIVIA!

18. III. Filipino Administrative Culture
It is against the law to stare at the mayor of Paris.
In Tibet, it is considered polite to stick out your
tongue at your guests.
During the time of Peter the Great, any Russian man
who wore a beard was required to pay a special
tax.
In OHAMA, NE it is illegal to burp or sneeze in
church.
Every citizen of Kentucky is required by law to take a
bath once a year.

19. III. Filipino Administrative Culture
IS PUBLIC
ADMINISTRATION
CULTURE BOUND???
YES!!!

20. III. Filipino Administrative Culture
Public administration is culture-bound in that it is an institution that
transmits and implements the important values of society. It is determined
and continuously influenced by values that are bounded by the culture
predominant in that locality.
Filipino cultural norms and values are carried by the members into the Philippine
bureaucracy and reflect those of the culture of the society.
1. The Culture of Patronage - impedes the positive and institutionalization
of the culture of merit in the bureaucracy.
a. Nepotism or favouritism
b. Padrino System (political backer)
c. Politics of patronage

21. III. Filipino Administrative Culture
2. The Culture of Bureaucratic Mediocrity
Revolves round the principle and system of merit competence. For
example, to pursue merit, competence and performance, they remove
unqualified personnel and raise the passing grade in examinations. But
RA 6850 was passed.
Includes a system of rewards and punishments in the bureaucracy.
The civil service personnel give the government what is equivalent to the
salaries they are receiving: the mediocre work.
Superior-subordinate relations.

22. III. Filipino Administrative Culture
3. The Culture of Bureaucratic Ambiguity
Rooted in the multiciplity of conflicting laws, executive orders,
judicial decisions, etc. which result to unclear and constantly
changing policies and rules.
Can also be taken as a Filipino strategy in confronting
uncertainty.
4. The Culture of Dualism
a. Dualism in rewards and incentives.
b. Dualism in bureaucratic justice.
c. Dualism in retirement.

23. III. Filipino Administrative Culture
5. The Culture of Graft and Corruption
It has historical roots and antecedents.
1. Spanish period: could dispose of anything in it
through any means that he desired.
2. American period: after the grant of independence,
the administrative system was placed in a tremendous
pressure making invulnerable to graft and corruption.
3. Marcos era: violations of the principle and system of
merit and competence.

24. III. Filipino Administrative Culture
4. Cory Aquino administration: the Filipino administrative
cultures still exist.
Aquino government wanted to institutionalize the anti-graft and
corruption value in the bureaucracy, but:
a. There was no convincing political will nor iron hand in the
campaign to eradicate graft and corruption.
b. Corrupt officials were given face-saving way out, so the
"big fishes" escaped the net.
c. The government was investigating but not taking visible
direct actions.
d. The grafters were still in place, even in high positions.
e. Graft and corruption cannot be eradicated because of
utang-na-loob and pakikisama.

25. III. Filipino Administrative Culture
6. Graft and corruption cannot be eradicated since it is
part of human nature.
The counterculture against graft and corruption
that the Aquino administration suggested:
a. ethics and public accountability
b. openness and transparency

26. III. Filipino Administrative Culture
ORGANIZATIONAL CULTURE PROFILE
The organizational
culture profile (OCP) is
an instrument initially
developed by O’Reilly,
Chatman, and Caldwell
(1991) to assess
person- organization
fit.

27. III. Filipino Administrative Culture
 The organizational culture profile is a multipurpose
instrument that can be used to evaluate the culture of
the organization as a whole, for example, as a
diagnostic instrument before a change intervention.

28. IV. INTEGRATING FILIPINO VALUES
IN PUBLIC ADMINISTRATION
VALUES
Values are commonly shared standards on the
basis of which people judge things around them as right
or wrong, good or bad, just or unjust, appropriate or
inappropriate.
FILIPINO CORE VALUES
Kapwa (rational imperatives)
Damdamin (emotional imperatives)
Dangal (moral imperatives)

29. IV. INTEGRATING FILIPINO VALUES
IN PUBLIC ADMINISTRATION
These elements are instigators of behavior within the
individual and sources of regularities of actions in
group transactions. They give rise to specific
orientations to the environment, as well as to
perceptions and expectations individuals should
have when interacting.
Kapwa. As a concept, kapwa refers to equality in
status or of being a part of an entity. That is why
we speak of kapwa-tao when we talk about a
fellow human being.

30. IV. INTEGRATING FILIPINO VALUES
IN PUBLIC ADMINISTRATION
Damdamin. The second element in Filipino value system is damdamin
or emotional standard. This standard accounts for much of the sensitivity
Filipinos have in almost everything he does. As a concept, it refers to the
emphasis Filipinos place on feelings or emotions. It focuses attention on
the mode and specificity of relations.
a. Hiya, “amor propio – it is use to define how one should behave in public and in
relation to others. Hiya has often been defined as shame, embarrassment,
timidity, shyness.
b. Delicadeza – Spanish term which Filipinos used to define damdamin in highly
personalized feelings of self-esteem. Some analysts translate these terms as
“self-love or self-control”.
c. Awa - it is crisis-oriented. It means pity, compassion, mercy, charity, kind-
heartedness and sincerity.

31. IV. INTEGRATING FILIPINO VALUES
IN PUBLIC ADMINISTRATION
Dangal. The third value in Filipino culture is dangal. It embodies the moral
imperatives of the system. In popular usage, dangal refers to personal honor and
dignity. As a moral norm it is used to characterize indentity, pride and
commitment to ideas, principles, practices and people.
a. Bahala na or Pagbabahala - Bahala or its action-correlate, pagbabahala means
responsibility. Filipinos expect that relationships must not be defined as purely social
transactions but also as moral obligations actors have to one another. Many conflicts
occur when the pagbabahala is lost in interpersonal and intergroup relations.
b. Galang - means respect. It is one of the important moral norms in the Filipino
value system. It is imperative that a Filipino respect his word of honor, status, and
feelings of others.
c. Utang na loob refers “debt of gratitude.” It is established when interactions are
carried out in the name of friendship, is sought after, or offered voluntarily as in
time of crisis.

32. IV. INTEGRATING FILIPINO VALUES
IN PUBLIC ADMINISTRATION
FILIPINO MODES OF COMMUNICATION
Pagsangguni - means “to consult.” Filipinos always expect to be consulted. This is one way of
avoiding conflicts from transgressions of relational, emotional, and moral imperatives governing
behavior. To consult is the norm for proper behavior. It means enabling others to participate in
the decision or decision-making process, it is to be democratic.
Paghihikayat - Involves expectation. It means to persuade or to convince. This explains why
Filipinos do not go directly to the point. They are almost always ambiguous in their
communication. Filipinos desire not only to be consulted but also to be convinced that he is an
important part of the event being considered. It gives the individual a sense of belonging to
whatever is being transacted.
Pagkakasundo - It means consensus. Filipino culture is not confrontational in orientation; it is
consensual. Consensus is desired as a mode of communication because in this way transgressing
the principles of kapwa, damdamin, and dangal is avoided. Avoidance of conflict, if possible, is
sought after because internally what is being emphasized in the value system is respect, honor,
and dignity of those one is interacting with

33. V. Changes and Trends of
Public Administration in
the Philippines
 NOTHING IS PERMANENT IS THIS
WORLD, EXCEPT CHANGE...
- Charles Darwin
Walang Forever…

34. V. Changes and Trends of Public Administration
in the Philippines
 Public administration is a social science that is similar to
history as it enables you to assess the past in order to create
solutions to resolve issues in the present and in the future.

35.  According to Brillantes and Fernandez (2008), the traditional/classical
phase dates back from the 1800s to the 1950s, while the modern phase
dates back from the 1950s up until the present.
 The Modern phase is subdivided into the following phases: (1)
development administration, (2) new public administration, (3) new
public management and reinventing governance, (4) and public
administration as governance.
 In the Philippines, these phases tackles areas such as reorganization,
decentralization, and corruption concerns (Brillantes and Fernandez,
2008).
V. Changes and Trends of Public Administration
in the Philippines

36. V. Changes and Trends of Public Administration in the
Philippines
Figure was taken from Trends in Public
Administration v2 by Karen S. (2011)

37. V. Changes and Trends of Public Administration in the
Philippines
Figure was taken from Trends in Public
Administration v2 by Karen S. (2011)

38. V. Changes and Trends in Public Administration in
the Philippines
Old Public Administration vs. Towards New Public Management
Old Public Administration New Public Management
• Large bureaucracy, slow, and inefficient • Separation of Decision-making Levels
• Low quality of civil service • Enhance the quality of public services
through increased flexibility,
effectiveness, and efficiency
• Citizens unaware of their rights • The citizen as customer is king
• Lack of capacity building for citizens and
• Politicians
• Transparency and Accountability
through participation
• Excessive and overlapping rules and regulations • Lean State
• Weak performance and results-based
management system
• Decentralized service delivery
systems

39. V. Changes and Trends of Public Administration in
the Philippines
Windows for New Public Management
Local Government Code of 1991- local autonomy law adopted
decentralization as a development strategy; devolved power and authority to
local government units
The Local Government Code fosters the opportunity for reforms that allows
for greater transparency, accountability and participation through the
establishment of Local Special Bodies, including Local Development Councils
Performance incentives provided by LGU competitions, such as the Galing
Pook Award, Panibagong Paraan, and the Local Government Leadership Award
Grants and technical assistance provided by donor agencies

40. V. Changes and Trends of Public Administration in
the Philippines
Local Governance Innovative Trends
Environmental Governance
Disaster Preparedness
Transparency and Accountability
Conflict Management
Improving Delivery and Quality of Services (social welfare, health, and
infrastructure)
Protecting the Vulnerable Sectors
Local Economic Development (improving opportunities for investment)

41. Environmental Governance
Eco-Savers – Marikina City
The local government introduced a waste reduction program that involved
school children. This has enabled the program to instill waste segregation and
recycling practices at the household level.
Introduced in June 2004 by Marikina’s Waste Management Office, in
coordination with the Department of Education, the Eco- Savers program
required students to bring recyclable garbage from their respective
households during an assigned Eco Day.
An awareness/ training program for children that promotes effective Solid
Waste Management
Examples of New Public Management Trends in the
Philippines

42. Conflict Management
Peace Council – Cebu City
 Lupong Tagapamayapa (Peace Council) from 80 barangays of Cebu City organized
themselves and elected their first set of officers. They called themselves the Liga Ng Mga
Lupong Tagapamayapa of Cebu City (or League of Peace Councils of Cebu City) which
included CSOs.
 The program envisions peaceful and progressive communities brought about by
competent Lupons who help community members resolve conflicts amicably and
dispense justice in a professional way.
 The peace councils undertook pulong-pulongs (discussion groups), trainings, cross-
visitations, experiential sessions, and benchmarking
Examples of New Public Management Trends in the
Philippines

43. Disaster Preparedness
Community-based Disaster Preparedness Program – Infanta,
Quezon
 The barangays were taught that their community could reduce the risks of natural
hazards by reducing the vulnerabilities of their residents, implementing the four
important Ps (Predict, Plan, Prepare, Practice), and focusing on their own community-
based early warning and communication systems.
 The LGU also empowered small multi-sectoral “core groups” within the community
(i.e., the reorganized and reactivated Municipal Disaster Coordinating Council, Special
Committee) to plan, implement, monitor and sustain, in a participatory manner, any
disaster preparedness and risk reduction program of the municipality.
Examples of New Public Management Trends in the
Philippines

44. Youth Service Learning
City Youth Program – Naga City
 Competitive local internship initiative that exposes future leaders of the city to
the challenges of urban governance.
 For a month each year, the project enabled selected youth leaders to experience
how to handle local government operations.
 The project enhanced greater involvement of the youth in government affairs. It
allowed intelligent and responsible youngsters to experience for a brief period
how government operations are managed. And, it permitted proper planning and
implementation of projects that entailed the involvement of the youth.
Examples of New Public Management Trends in the
Philippines

45. Domestic Violence Watch
Bantay Banay – Cebu City
 An Inter-Agency collaboration has developed among service providers, community
groups, the pillars of justice and the local government units as well as regional service
agencies.
 Regular sharing and case conferences and referrals as well as joint advocacies exist.
Its membership includes government officials and employees, service providers from
non-government organizations, private professionals, youth groups and associations
of men opposed to violence, religious congregations and women’s/ community
associations and the survivors themselves.
Examples of New Public Management Trends in the
Philippines

46. Domestic Violence Watch
Empowering Local Stakeholders for Women’s Human Rights
Defense and Advocacy – Morong and Binangonan, Rizal
 This project is aimed at enhancing local governance in the partner-municipalities of
Binangonan and Morong, Rizal
 Aims to build the capacities of local stakeholders to analyze problems besetting
women using the women’s human rights framework; to apply the law and provide
effective paralegal intervention in cases of VAW; and to educate the community on
VAW and advocate for local measures to respond to VAW in the municipalities.
Examples of New Public Management Trends in the
Philippines

47. E-Governance
I-Governance – Naga City
 Through the program called i-Governance, Naga City promotes good governance by
providing the people with information on city government policies, programs, and
operations
 Through this network, the Nagueños can access the city’s website at www.naga.gov.ph,
get information, and monitor practically all aspects of city operation.
 The program also has a TxtNaga component. It is a feedback mechanism that allows
mobile phone users to send inquiries, comments and complaints through text messaging
and get a reply within 24 hours.
Examples of New Public Management Trends in the
Philippines

48. E-Governance
Real Property Tax Computerization and Administration (RPTA)
Technology: Muntinlupa City
 The city government has already computerized its real property tax based successfully.
 Assessment tools like tax maps and cadastral surveys have been used to develop a
master list of all real properties within the locality.
 The system which covers both the RPTA operations of the City Assessor’s Office and the
property Billing and Collection of the City Treasurer’s Office, is recognized and
recommended by the Bureau of Local Government-Finance, as the Model System worth
replicating by other local government units.
Examples of New Public Management Trends in the
Philippines

49. Agri-Watch
Bantay Kasapatan – Negros Occidental
 “Bantay Kasapatan” (Poultry and Livestock Watch). The program
provided quarantine services, which included surveillance,
identification, confirmation, control and treatment of livestock diseases.
 The program increased public awareness and participation through
public forums, radio and TV announcements, and through an “Info
Caravan”, which is the mobile information drive. The program also
brought the veterinary office closer to the people.
Examples of New Public Management Trends in the
Philippines

50. Reengineering Transaction Process
Streamlining the Business Permit Process: ‘ Business One-Stop-
Shop’ Cabuyao, Laguna 2002
 This One-Stop-Shop made it possible to process a business permit in only 30
minutes.
 The applicant can spend those thirty minutes waiting in an air-conditioned room,
drinking coffee or tea while watching cable television.
 Shortly after, the municipality’s tax collection grew by 149.5% over the previous
years. Cabuyao has occupied the top tax collector position in Laguna for the two
years in a row now.
Examples of New Public Management Trends in the
Philippines

51. The image of present must be rooted in the
image of past, it is the past that dignifies the
present, and gives the future its fundamental
character.
◦
F. Landa Jocano