This document provides an overview of public administration in the Philippines. It discusses that there is a Philippine public administration as it addresses specific sectoral concerns and is a field of study. It also exists considering the role of the bureaucracy in Philippine governance. The key institutions of the Philippine Administrative System are also outlined, including the executive, legislative, and judicial branches at the national and local levels. The relationships between different administrative units are described. The budget cycle and process in the Philippines is also summarized.

1. A Lecture – Presentation for
Philippine Councilors’ League
Prepared by:
Josefina B. Bitonio, DPA
LNU Graduate School

2. Is there a Philippine
Public Administration or
Better Still, for whom is
Public Administration?
Brillantes, Jr. and Fernandez:2008

3. 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

4. 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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5. Interdisciplinary Interface of
Public Administration Law
LAW
POLITICS
PUBLIC
ADMINISTRATION
ADMINISTRATIVE LAW
• DISCRETIONARY
POWERS
BUSINESS
MANAGEMENT
PUBLIC POLICY
Rationale
Responsive to citizens
need and preferences
ECONOMICS
PUBLIC CHOICE
Economic Man
Man: The Decision Maker
www.ginandjar.com 3s

6. Application of scientific process to the
administrative process (1930s)
Luther Gulick and Lyndall Urwick –
POSDCORB
planning, organizing, staffing,
directing, coordinating, reporting and
budgeting.

7. Public Adminstration
Occupation
/Profession
Academic Field
Teaching
Research

8. 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.
www.ginandjar.com 3s

9. 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.

10. 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

11. 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

12. Public PA Socio-Political and
Economic Environment System

13. 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.

14. 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.

15. 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

16. 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

17. 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

18. 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.

19. 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”.

20. Capability Building
Stages of CB Process
Problem Identification
Objective Setting
Program planning
Structure building

21. How the customer
explained it
How the Project
Leader Understood
it
How the analyst
designed it
How the project
was documented
What operations
were installed
How the
customer was
billed
How the
programmer wrote it
How it was
supported
How the business
consultant
described it
What the
customer really
needed

22. 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

23. Public Administrative System
(PAS) Structure
 Constitutional bodies:
constitutional commissions – Civil Service
Commission (CSC), Commission on Audit (COA),
Commission on Elections (COMELEC);

24. Public Administrative System
(PAS) Structure
 constitutionally created/mandated special bodies
Commission on Human Rights (CHR) and
Ombudsman

25. Public Administrative System
(PAS) Structure
Executive Departments

26. Legislative Branch

27. Judicial Branch

28. Public Administrative System
(PAS) Structure
 Government Owned Companies or Corporations
(GOCCs) (wholly-owned or at least 51%)
 Chartered institutions (created by law)
 LGUs

29. Constitution
Legislature
Executive
/Government
Public
Administration
Judiciary

30. THE PHILIPPINE ADMINISTRATIVE SYSTEM
EXECUTIVE BRANCH
PRESIDENT
VICE-PRESIDENT
CONSTITUTIONAL
OTHER EXECUTIVE
OFFICES
BODIES
GENERAL GOVERNMENT SECTOR
DEPARTMENT OF
FOREIGN AFFAIRS
DEPARTMENT
OF FINANCE
OFFICE OF THE PRESS
SECRETARY
DEPARTMENT OF
NATIONAL ECONOMIC
BUDGET AND
DEVELOPMENT
MANAGEMENT
AUTHORITY
AGRICULTURE, AGRARIAN REFORM AND ENVIRONMENT SECTOR
DEPARTMENT OF
AGRARIAN REFORM
DEPARTMENT OF
AGRICULTURE
DEPARTMENT OF
ENVIRONMENT AND
NATURAL RESOURCES
DEPARTMENT OF
PUBLIC WORKS AND
HIGHWAYS
DEPARTMENT OF
TRANSPORTATION
AND COMMUNICATIONS
HEALTH AND WELFARE SECTOR
DEPARTMENT
OF ENERGY
DEPARTMENT OF SOCIAL
WELFARE AND DEVELOPMENT
PUBLIC ORDER AND SAFETY SECTOR
DEPARTMENT OF EDUCATION,
CULTURE AND SPORTS
STATE COLLEGES
AND UNIVERSITIES
DEPARTMENT OF LABOR
AND EMPLOYMENT
DEFENSE SECTOR
SCIENCE AND TECHNOLOGY SECTOR
DEPARTMENT
DEPARTMENT OF
OF NATIONAL
SCIENCE AND TECHNOLOGY
DEFENSE
LOCAL GOVERNMENT SECTOR
DEPARTMENT OF INTERIOR AND
LOCAL GOVERNMENT
DEPARTMENT
OF JUSTICE
AUTONOMOUS REGION
OF MUSLIM MINDANAO
DEPARTMENT OF
TRADE
AND INDUSTRY
DEPARTMENT
OF TOURISM
EDUCATION, CULTURE AND MANPOWER DEVELOPMENT SECTOR
ENERGY AND INFRASTRUCTURE SECTOR
DEPARTMENT
OF HEALTH
TRADE AND INDUSTRY SECTOR
LOCAL GOVERNMENT
UNITS
CORDILLERA
ADMINISTRATIVE
REGION
Source PA 208 by de Vera UP NCPAG

31. 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)

32. THE PHILIPPINE ADMINISTRATIVE SYSTEM
EXECUTIVE BRANCH
PRESIDENT
VICE-PRESIDENT
CONSTITUTIONAL
OTHER EXECUTIVE
OFFICES
BODIES
GENERAL GOVERNMENT SECTOR
DEPARTMENT OF
FOREIGN AFFAIRS
DEPARTMENT
OF FINANCE
OFFICE OF THE PRESS
SECRETARY
DEPARTMENT OF
NATIONAL ECONOMIC
BUDGET AND
DEVELOPMENT
MANAGEMENT
AUTHORITY
AGRICULTURE, AGRARIAN REFORM AND ENVIRONMENT SECTOR
DEPARTMENT OF
AGRARIAN REFORM
DEPARTMENT OF
AGRICULTURE
DEPARTMENT OF
ENVIRONMENT AND
NATURAL RESOURCES
DEPARTMENT OF
PUBLIC WORKS AND
HIGHWAYS
DEPARTMENT OF
TRANSPORTATION
AND COMMUNICATIONS
HEALTH AND WELFARE SECTOR
DEPARTMENT
OF ENERGY
DEPARTMENT OF SOCIAL
WELFARE AND DEVELOPMENT
PUBLIC ORDER AND SAFETY SECTOR
DEPARTMENT OF EDUCATION,
CULTURE AND SPORTS
STATE COLLEGES
AND UNIVERSITIES
DEPARTMENT OF LABOR
AND EMPLOYMENT
SCIENCE AND TECHNOLOGY SECTOR
DEFENSE SECTOR
DEPARTMENT
DEPARTMENT OF
OF NATIONAL
SCIENCE AND TECHNOLOGY
DEFENSE
LOCAL GOVERNMENT SECTOR
DEPARTMENT OF INTERIOR AND
LOCAL GOVERNMENT
DEPARTMENT
OF JUSTICE
AUTONOMOUS REGION
OF MUSLIM MINDANAO
DEPARTMENT OF
TRADE
AND INDUSTRY
DEPARTMENT
OF TOURISM
EDUCATION, CULTURE AND MANPOWER DEVELOPMENT SECTOR
ENERGY AND INFRASTRUCTURE SECTOR
DEPARTMENT
OF HEALTH
TRADE AND INDUSTRY SECTOR
LOCAL GOVERNMENT
UNITS
CORDILLERA
ADMINISTRATIVE
REGION
Source PA 208 by de Vera UP NCPAG

33. D. LOCAL GOVERNMENT UNITS - TERRITORIAL AND
POLITICAL SUBDIVISION OF THE STATE
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
A.
D. Provinces (80+-)
E. Cities (140)
F. Municipalities (1,494)
G. Barangays (42,027)
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.
Number of current regions, provinces,
municipalities, and cities in the Philippines as
of 30 June 2012 (Wikipedia)

34. The following political units have been
created:
 Metropolitan Manila Development Authority
(MMDA);
 Autonomous Region of Muslim Mindanao
(ARMM); and
 Cordillera Administrative Region (CAR)

35. 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

36. 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.

37. 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

38. Local Government Functions
 Local governments have four major
categories of functions:
 Efficient service delivery;
 Management of the environment;
 Economic development; and
 Poverty alleviation.

39. 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.

40. Discuss the strengths, weaknesses,
innovations, best practices of the
administrative system of the LGUs in terms
of the implementation of the following:
Devolved Services
• DSWD, DOH, DA, DENR, DPWH,
DepEd, DOT, DOTC
Regulatory Powers
• DAR, DENR, DOH, DA-NMIC, DPWH,
DORC – LTFRB, HLURB, PGFC
Governmental and
Corporate Powers
• Management of economic enterprise
• Domestic and foreign grants
NGO-LGU Role in
Governance
• Participation to LDG, LSB, LHB
• BOT/BT
Human Resource
Development
• OS, staffing pattern
• Capability building

41. Four Types of Accountability
Types of Accountability
Individual Accountability
Accountability
of Administrators
Political Accountability
Accountability
of National Leaders

42. 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.

43. 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

44. 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

45. Government Reorganization
Pre planning or
Reorganization
Government
Preparation of
Reorganization
proposals
Final Stage
There are 3 phases of government
reorganization of law

46. 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

47. 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

48. 3. Final stage
- is the passage of a law that grants the authority to
implement the reorganization process

49. THE BUDGET CYCLE
1. The Budget Cycle Budget Preparation
(DBCC, agencies)
2. Budget Approval Accountability
(Congress)(agencies, COA)
3. Budget Process Budget Execution
(agencies)

50. Budget Process
Budget
Preparation
(DBCC, agencies)
Budget
Accountability
(agencies, COA)
Budget
Process
Budget
Execution
(agencies)
Budget
Approval
(Congress)

51. 1.
Budget Preparation
Budgetary parameters is determined by the
Department Budget Coordination Committee
(DBCC) composed of DBM, NEDA, DOF, BSP
and OP

52. 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

53. 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.

54. 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.

55. 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.

56. 2.265 trillion

57. 2014
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.

59. http://www.pinoyexchange.com/
http://www.pinoyexchange.com/

61. Top 10 Departments

62. 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.

63. 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 governmentowned or controlled corporations (GOCCs)
has switched into a decelerating mode

64. 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.

65. Number of Government Personnel by Region:
2008
Region Government Personnel
Philippines 1,313,538
1 66,122
2 23,258
3 104,354
4 100,758
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
NCR 506,103
CAR 37,819
CARAGA 23,186
ARMM
50,676
2008 Inventory of Government Personnel by CSC

66. Size of the Bureaucracy: 1st
Quarter of 2010
No. of Government
Personnel
As of 1st Quarter, 2010
As of 1st quarter of 2010, the estimated
number of government personnel reached
29%
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%
7%
64%
NGAs
LGUs
Source: http://excell.csc.gov.ph/cscweb/IGP2Q2010.pdf

67. Reference:
 Alfiler Ma. Concepcion P. Philippine
Administrative System (PAS)., UP Open
University, Diliman Quezon City
 Rubico, Naty. Philippine Administrative System
UP NCPAG 2010