Philippine Administrative System by HCZS

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Philippine Administrative System, Governance, Budget, Capability Building

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Philippine Administrative System by HCZS

  1. 1. Prepared by:Heidi Christine Z. SayaMAEd major in Guidance & Counseling StudentFor FDM 201 PPDM
  2. 2. Philippine AdministrativeSystem (PAS) PAS refers to a network of organizations withspecific rules and goals, structures, resources andprograms. It includes the internal processes of andthe interaction between and among publicorganizations, which are constituted to implement,help formulate, monitor or assess public policies
  3. 3. Philippine AdministrativeSystem (PAS) Public PA socio-political and economic environment systemcovers the PA relationship with its immediate public incontact, as well as the PA’s reactions to or how it is affectedby the greater socio-political and economic environmentwithin which it operates
  4. 4. Public PA Socio-Political andEconomic Environment SystemShockShock ShocksShock
  5. 5. Philippine AdministrativeSystem (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 andlocal language should be used.
  6. 6. Components of PAS• Public organization - legal mandates, majorfunctions and structures, etc.• Internal procedures and interactive efforts - performpublic functions thru defined rules and proceduresinternal to the org.• Responsible for implementing public policies –formulated jointly by the legislative and executivebranches• Conscious of the different kinds of clientele that itdeals with socio-political, economic environment –• PAS as part of the bigger social system withcompeting claims to limited resources and,institutions play a role in determining the utilizationof resources
  7. 7. Sources of Power• Instrument of the state – government functions areexercised legitimately, supported by enabling statepolicies and authority• Enforcer and implementer of public policy – discretionin policy implementation• Service delivery system – discretion to determinequantity, quality, adequacy and timeliness of servicesit provides• Participant in policy formulation – advice is sought onlegislation and policy-making• Technical expertise –professional training of civilservants in areas of competence on policy issues• Nationwide presence – expansive reach to mobilizesupport for programs all over the country.
  8. 8. Capability Building– refers to the “building of people-basedstructures and institutions which is the realessence of the concept. It means enablingpeople to organize themselves aroundcommon needs and to work togethertowards common ends. It is addressed topolicy makers, program implementer, andprogram beneficiary”.
  9. 9. Capability BuildingStages of CBProcessProblem IdentificationObjective SettingProgram planningStructure building
  10. 10. Four Outputs of CapabilityBuilding Effective self sustaining community organizations Installation of community self managementprocess Partnership/linkage with outside structures Community problem solving capability
  11. 11. Public Administrative System(PAS) Structure Constitutional bodies:1) constitutional commissions – Civil Service Commission(CSC), Commission on Audit (COA), Commission onElections (COMELEC);2) constitutionally created/mandated special bodies– Commission on Human Rights (CHR) andOmbudsman1) Executive Departments2) Government Owned Companies or Corporations(GOCCs) (wholly-owned or at least 51%)3) Chartered institutions (created by law)
  12. 12. A. CONSTITUTIONAL BODIES - INSTITUTIONSWHOSE EXISTENCE ARE SPECIFICALLY PROVIDED FORIN THE 1987 CONSTITUTIONA. Civil Service CommissionB. Commission on AuditC. Commission on ElectionOTHER BODIESA. Com on Human rightsB. Commission on appointmentsC. Office of the Ombudsman
  13. 13. PRESIDENTVICE-PRESIDENTCONSTITUTIONALBODIESOTHEREXECUTIVEOFFICESDEPARTMENTOF FINANCEDEPARTMENT OFBUDGET ANDMANAGEMENTNATIONAL ECONOMICDEVELOPMENTAUTHORITYDEPARTMENT OFFOREIGN AFFAIRSOFFICE OF THE PRESSSECRETARYDEPARTMENT OFAGRARIAN REFORMDEPARTMENT OFAGRICULTUREDEPARTMENT OFENVIRONMENT ANDNATURAL RESOURCESDEPARTMENTOF TOURISMDEPARTMENT OFTRADEAND INDUSTRYDEPARTMENTOF ENERGYDEPARTMENT OFPUBLIC WORKS ANDHIGHWAYSDEPARTMENT OFTRANSPORTATIONAND COMMUNICATIONSDEPARTMENT OFEDUCATION,CULTURE AND SPORTSSTATE COLLEGESAND UNIVERSITIESDEPARTMENT OF LABORAND EMPLOYMENTDEPARTMENTOF HEALTHDEPARTMENT OF SOCIALWELFARE AND DEVELOPMENTDEPARTMENT OFNATIONALDEFENSEDEPARTMENT OFSCIENCE AND TECHNOLOGYDEPARTMENTOF JUSTICEDEPARTMENT OF INTERIOR ANDLOCAL GOVERNMENTAUTONOMOUS REGIONOF MUSLIM MINDANAOCORDILLERAADMINISTRATIVEREGIONLOCAL GOVERNMENTUNITSTHE PHILIPPINE ADMINISTRATIVE SYSTEMEXECUTIVE BRANCHGENERAL GOVERNMENT SECTORAGRICULTURE, AGRARIAN REFORM AND ENVIRONMENT SECTORTRADE AND INDUSTRY SECTORENERGY AND INFRASTRUCTURE SECTOR EDUCATION, CULTURE AND MANPOWER DEVELOPMENT SECTORHEALTH AND WELFARE SECTOR DEFENSE SECTOR SCIENCE AND TECHNOLOGY SECTORPUBLIC ORDER AND SAFETY SECTOR LOCAL GOVERNMENT SECTORSource PA 208 by de Vera UP NCPAG
  14. 14. B. SPECIAL AGENCIES/OFFICES Metro Manila Development Authority National Anti-Poverty Commission National Youth Commission (R.A. 8044 – Youth in NationBuilding Act) Council for the Welfare of Children (R.A. 8980 – ECCDLaw – 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 (abolishedby EO 357)
  15. 15. Source PA 208 by de Vera UP NCPAGPRESIDENTVICE-PRESIDENTCONSTITUTIONALBODIESOTHEREXECUTIVEOFFICESDEPARTMENTOF FINANCEDEPARTMENT OFBUDGET ANDMANAGEMENTNATIONAL ECONOMICDEVELOPMENTAUTHORITYDEPARTMENT OFFOREIGN AFFAIRSOFFICE OF THE PRESSSECRETARYDEPARTMENT OFAGRARIAN REFORMDEPARTMENT OFAGRICULTUREDEPARTMENT OFENVIRONMENT ANDNATURAL RESOURCESDEPARTMENTOF TOURISMDEPARTMENT OFTRADEAND INDUSTRYDEPARTMENTOF ENERGYDEPARTMENT OFPUBLIC WORKS ANDHIGHWAYSDEPARTMENT OFTRANSPORTATIONAND COMMUNICATIONSDEPARTMENT OFEDUCATION,CULTURE AND SPORTSSTATE COLLEGESAND UNIVERSITIESDEPARTMENT OF LABORAND EMPLOYMENTDEPARTMENTOF HEALTHDEPARTMENT OF SOCIALWELFARE AND DEVELOPMENTDEPARTMENT OFNATIONALDEFENSEDEPARTMENT OFSCIENCE AND TECHNOLOGYDEPARTMENTOF JUSTICEDEPARTMENT OF INTERIOR ANDLOCAL GOVERNMENTAUTONOMOUS REGIONOF MUSLIM MINDANAOCORDILLERAADMINISTRATIVEREGIONLOCAL GOVERNMENTUNITSTHE PHILIPPINE ADMINISTRATIVE SYSTEMEXECUTIVE BRANCHGENERAL GOVERNMENT SECTORAGRICULTURE, AGRARIAN REFORM AND ENVIRONMENT SECTORTRADE AND INDUSTRY SECTORENERGY AND INFRASTRUCTURE SECTOR EDUCATION, CULTURE AND MANPOWER DEVELOPMENT SECTORHEALTH AND WELFARE SECTOR DEFENSE SECTOR SCIENCE AND TECHNOLOGY SECTORPUBLIC ORDER AND SAFETY SECTOR LOCAL GOVERNMENT SECTOR
  16. 16. D. LOCAL GOVERNMENT UNITS - TERRITORIAL ANDPOLITICAL SUBDIVISION OF THE STATEA. Regions- AUTONOMOUS REGION OF MUSLIMMINDANAO ( Lanao del Sur, Maguindanao, Sulu, Basilan, Tawi-Tawi, and the city of Marawi)B. Provinces (80+-)C. Cities (140)D. Municipalities (1,494)E. Barangays (42, 027)Number of current regions, provinces,municipalities, and cities in the Philippines asof 30 June 2012 (Wikipedia)
  17. 17. Administrative RelationshipsIf an office is under the supervision and control ofanother unit, it means that the higher office:– Has authority to act directly, whenever specificfunction is entrusted by law or regulation to asubordinate– Directs the performance of a duty– Restrains the commission of acts– Reviews, approves, reverses or modified acts ordecision of subordinate officials and units– Determines priorities in executing plans andprograms– Prescribes standards, guidelines, plans andprograms
  18. 18. Administrative Supervision andAttachment AdministrativeSupervision:– Oversee the operations of such agencies to insurethese are managed effectively, efficiently andeconomically; no interference in day to dayactivities– Require submission of reports; cause the conductof mgt audit, performance evaluation andinspection to determine rectification of violations,abuses, etc.– Review and pass upon budget proposal of suchagencies, but may not increase or add to them.
  19. 19. Administrative Supervision andAttachment(Attached agencies orcorporations)– Department represented in the board, as chair ormember– Comply with periodic reporting– Department provides general policies thru its boardrepresentatives
  20. 20. Types of AccountabilityIndividualAccountabilityAccountabilityof AdministratorsPoliticalAccountabilityAccountabilityof National LeadersFour Types of Accountability
  21. 21. Four Types of Accountability Individual accountability – public employees areanswerable for the responsible, efficient andeffective performance of their tasks. Accountability of administrators – for theirstewardship of the administrative authority,resources and information placed at theirdisposal as leaders of public organization.
  22. 22.  Political accountability – of institutions that mustanswer for their organizational mandate andfunctions, particularly as they form part of theincumbent government strategy for nationaldevelopment. Accountability of national leaders – electednational leadership must answer for theperformance in pursuing their programs ofgovernment and their use of national resources,given the authority, power and resources vestedin them by their constituencyFour Types of Accountability
  23. 23. Government Reorganization- planned deliberate efforts to systematicallyalter the existing organizational structureusually for the purpose of achievinggovernment objectives with more economy,efficiency and effectiveness
  24. 24. Government ReorganizationThere are 3 phases of governmentreorganization of lawGovernmentPre planning orReorganizationPreparation ofReorganizationproposalsFinal Stage
  25. 25. 1. Pre-planning orreorganization: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 thescope;5) setting resources
  26. 26. 2. Preparation of reorganizationproposals:1) constituting the reorganization body;2) preparing the reorganization proposals;3) recruiting support and staff;4)creating information base for preparation ofproposals
  27. 27. 3. Final stage- is the passage of a law that grants the authority toimplement the reorganization process
  28. 28. THE BUDGET CYCLE1. The Budget Cycle Budget Preparation(DBCC, agencies)2. Budget Approval Accountability (Congress)(agencies, COA)3. Budget Process Budget Execution(agencies)
  29. 29. BudgetPreparation(DBCC, agencies)BudgetExecution(agencies)BudgetAccountability(agencies, COA)BudgetApproval(Congress)Budget Process
  30. 30. 1. Budget PreparationBudgetary parameters is determined by theDepartment Budget Coordination Committee(DBCC) composed of DBM, NEDA, DOF, BSPand OP
  31. 31. 1. Budget PreparationDBCC recommends:– level of annual government expenditureprogram and ceiling for government spendingfor economic and social development, nationaldefense, general government and debt service– proper allocation of expenditures for eachdevelopment activity between currentoperating expenditures and capital outlay– amount set to be allocated for capital outlayunder each developments activity for thevarious capital or infra projects. Sets budgetceiling consistent with macro-economictargets as presented in the MTPDP
  32. 32. Budget Preparation After budget parameters are approved, DBM issuesthe budget call (National Budget Circular), definingthe budget framework. Budget hearings. Uponreceipt of the budget call, agencies issue their owninternal office guidelines to prepare budgetaryestimates along the broad framework of the policyguidelines. Budget review and consolidation. Afteragency hearings, modifications and revisions ofagency budget proposals may be made. DBMconsolidates results of these changes and clears withthe President thru DBCC. President then authorizedDBM to estimate total expenditures & reconcile withrevenue estimates.
  33. 33. 2. Budget validation &confirmation After consolidation into a national budget, this issubjected to further evaluation/validation, by DBMthru comprehensive policy review of all agency andspecial purpose fund budgets, then to DBCC forexamination. Approval by the President andCabinet. The approved budget is forwarded toCongress, together with the President’s budgetmessage and other documents, i.e. Budget ofExpenditure and Sources of Financing, theNational Expenditure Program, and the RegionalExpenditure Program.
  34. 34. 3. Budget Approval:Execution & Accountability Budget approvalConverting budget proposal into law – theGeneral Appropriations Act (GAA) BudgetExecution: Allotment and cash release programbased on the GAA. Agency submits to DBM itsAgency Budget Matrix (ABM). DBM issues theSpecial Allotment Release Order (SARO) and Noticeof Cash Allocation (NCA) Budget Accountability.Establishes accountability of government agenciesthat received public funds, thru system ofmonitoring agency performance vis-à-vis approvedwork targets.
  35. 35. Top 10 Departments
  36. 36. Inventory of Government Personnel360,000 employed in 1960.In 1970, the ratio of government personnel to the totalpopulation is 1:90. By 1990, the ratio stood at 1:52.Since 1992, growth in size has been arrested due to the combinedeffects of a number of right-sizing initiatives which include: the 5-yeareffectivity of RA 7041 or the Attrition Law; agency-specific streamliningprograms; changes in budgetary allotments which funded only the filledpositions; and to some extent, the exit of positions in the disposed orprivatized units of government.In the last four years, increases in number of personnel have been attributedto the population-based personnel teachers and policemen and to the localgovernment units, the last due to devolution by the national government ofcertain functions and activities. Outside of those classes of personnel, theincrease in national employees (NGAs) and those employed by government-owned or controlled corporations (GOCCs) has switched into a deceleratingmode
  37. 37. Number of Government Personnel by Region: 2008Region Government PersonnelPhilippines 1,313,538166,122 NCR 506,103223,258 CAR 37,8193104,354 CARAGA 23,1864100,758 ARMM 50,676566,4976 60,589759,9028 66,455952,1311010 27,4051126,5991212 41,6842008 Inventory of Government Personnel by CSC
  38. 38. Size of the Bureaucracy:1st Quarter of 2010As of 1st quarter of 2010, the estimatednumber of government personnel reached is1,313,770. Of this figure, 835,152 or 63.6% areemployed by the different NationalGovernment Agencies (NGAs) (includingState Universities and Colleges). Employeesat the Local Government Units (LGUs)totaled 383,805 or 29.2%, whilethe personnel complement at theGovernment Owned and ControlledCorporations (GOCCs) totaled 94,813 or 7.2%
  39. 39. Reference: Alfiler Ma. Concepcion P. PhilippineAdministrative System (PAS)., UP OpenUniversity, Diliman Quezon City Rubico, Naty. Philippine Administrative SystemUP NCPAG 2010
  40. 40. END

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