Topics on Public Administration

1. Is there a Philippine Public
Administration? Or Better Still,
For Whom is Philippine Public
Administration
Alex B. Brillantes, Jr. & Maricel
T. Fernandez
Florence Cabunducan
PA 201

2. Phases in the Evolution of Public
Administration
Phases Indicative Period
Traditional/Classical Public
Administration
1800s to 1950s
Modern Public Administration
 Development Public Administration
 New Public Administration
 New Public Management
 Reinventing Government
 PA as Governance
(1950s to the present
1950s to 1960s
1970s
1980s to 1990s
1990s
1900s to the present

3. Fields of Specialization of Public
Administration
 Political Subfields of Political Science
 Political Theory-is the study and analysis of political ideas of significant political
thinkers and a search for knowledge of political thoughts.
 International Relations & Politics-deals with relations between and among
nation states and how such relations are defined.
 Comparative Politics- study of contemporary politics and political trends in the
different countries of the world.

4. Public Administration
– ‘child of political science that is mature enough to be treated separately or
independently of its mother’ (Reyes, 1993:22)
– Is a field of study, or a discipline, or a field of practice, or an occupation.
– (Canada) PA evolved as a subfield of political science.
– (Philippines) PA did not evolve as a subfield of political science. As an academic
field, it was the result of the Bell Mission and the establishment of the Institute
of Public Administration (IPA) in UP (1952).

5. Fields of Specialization of Public
Administration
 Subfields of Public Administration
Organization & Management
- oldest subfield which focuses on sub-areas like organization theory and practice, dynamics of organization, decision
making in administration, leadership, etc.
- Discusses the theories, processes and techniques involved in the organization and management of national
government and its agencies
- Explores modern management techniques such as reinventing, reengineering and other improvements like TQM
Public Personnel Administration
- Discusses the evolution of public personnel administration, arrangement of personnel system, personnel functions in
the public sector as well as the current trends.
- Personnel management as ‘recruitment, selection, development, utilization of, and accommodation to human
resources by organizations’ (French, 1978:3).

6.  Public Fiscal Administration
- Embraces ‘the formulation, implementation, and evaluation of policies on taxation and revenue
administration; resource allocation; budgeting and public expenditure; public borrowing and debt management
and accounting and auditing’ (Briones, 1996:2)
 Local Government Administration
- Administrative organizations and operations of local governments and regional administration
- Concept of decentralization
 Policy Analysis and Program Administration
-focuses on the content of the public policy, its processes, models, theories and approaches, impact and
evaluation of programs and projects.
- Principles and techniques for systematic analysis and decision making in public policy and management
- Theoretical approaches and models: institutional, process, group, elite, rational, incremental, game theory,
public choice and systems model
Fields of Specialization of Public
Administration

7.  Public Enterprise Management (PEM)
- Privatization
- Nature and processes of public enterprise; relationship between the government and public enterprise
sector; issues on managerial autonomy, public accountability, corporate social responsibility and role of
state in the economy
 Voluntary Sector Management (VSM)
- Referred as ‘voluntary sector’, ‘third sector’, ‘non-profit organizations’, non-governmental organizations and
civil society organizations
 Spatial Information Management (SIM)
- Study and utilization of geographic information system (GIS)
Fields of Specialization of Public
Administration

8. A. Reorganization
Major Concerns in the Public
Administration Practice
Marcos Administration Aquino Administration Ramos Administration Estrada Administration Arroyo Administration
PD No. 1 (Intergrated
Reorganization Plan)
-sought to introduce
structural change and
reforms to strengthen
the merit system and
professionalize the civil
service
-decentralize and
streamline the
bureaucracy
-standardize
department
organization
Creation of the
Presidential
Commission on Public
Ethics and
Accountability and
Presidential
Commission on Good
Governance (PCCG)
-Civil society
organizations became
active in decision
making and program
implementation of the
government (300)
NPM-reengineering
the bureaucracy
-Philippines 2000
-Presidential
Committee on Effective
Governance (PCEG)
-EO 165 ‘Directing the
formulation of an
Institutional
Strengthening and
Streamlining Program
for the Executive
Branch’
-’Reengineering the
Bureaucracy for Better
Governance Program
-adopted the program
of Estrada
-revive PCEG
-EO 366 ‘Rationlization
Program

9. Why rationalize?
1. Make the government do the right things (efficiency)
2. To do things in the right or best way (effectiveness)
3. To be able to do the right things in the right way with affordable levels
(affordability)
4. To be able to achieve (those above mentioned things) in the most accountable,
transparent manner as possible (accountability)
Katrina David, former CSC Chair

13. www.csc.gov.ph

14. www.csc.gov.ph

15. B. Decentralizing the Bureaucracy
 Deconcentration-limited form of decentralization since decision making remains at the national level
in most agencies. Also referred as administrative decentralization
 Devolution-a political decentralization which involves the transfer of power and responsibilities from
national agencies to local government as provided in the Local Government Code.
 Debureaucratization- harness the capacities of private sectors and non-governmental organizations
(NGOs) in the delivery of services through various modalities: contracting out, private-public
partnership, joint ventures, etc.
Major Concerns in the Public
Administration Practice

16. Historical Background of Decentralization
– ‘The Local Government in the Philippine Island’ by former Pres. Jose P. Laurel
– Decentralization Malolos Constitution- most ample decentralization for local governments and for
popular and direct election of local officials.
– American period-local government were placed under military control
– Commonwealth period-local government was placed under the supervision of the President
– Republic Act NO. 2264 ‘An act amending the laws governing local governments by increasing their
autonomy and reorganizing provincial governments’. (1959)
– Republic Act No. 2370 ‘An act granting autonomy to the barrios of the Philippines’ or known as the
Barrio Act (1959)
– Decentralization Act of 1967 (RA 5185)
– Martial Law period (highly centralized) all powers in the hands of former President Marcos
– Local Government Code of 1983 (BP 337)
– Local Government Code of 1991 (RA 7160)

17. Best Practices cases

18. C. Addressing Corruption
-inhibits growth and development; distorts access to services for poor communities; deters trades and investments; reduces
revenues; increases costs and propagate wasteful allocation and use of scarce resources.
-ruins public trust and confidence of the government…led to poor quality of projects, programs and services as well as ineffective,
inefficient and unaccountable administration
Solutions opportunities:
1. Ensuring presence of legislative framework to check corruption
2. Supporting active and vigilant CSOs
3. Protecting free media
4. Forming nationally accredited citizen’s watch groups
5. Stepping up public demands for more accountability in government
6. Promote initiatives to involve people in the fight against corruption
7. Accept support from international development agencies
RA 3019 ‘Anti-Graft and Corrupt Practices Act’
Major Concerns in the Public
Administration Practice

19. Gawad Kalinga Governance Paradigm

20. MDGs GK Programs
* Eradicate extreme poverty and hunger Bayan-anihan/Gawad Kabuhayan
(Productivity/Livelihood)
• Reduce child mortality
• Improve maternal health
• Combat AIDS, HIV, malaria
Gawad Kalusugan (Community Health)
• Ensure environmental sustainability Green Kalinga (Environment)
• Achieve universal primary education
• Promote gender equality
Sibol, Sagip at Siga (Education/Child and Youth
Development)
• Develop global partnership for development • Mabuhay (Culture and Tourism)
• GK Tatag (Community Infrastructure/Shelter Site
Development
• Kapitbahayan (Community Organizing and
Empowerment)
Program of Gawad Kalinga and the MDGs

21. Characteristics of GK vis-a vis New Public
Administration, Reinventing Public
Administration and Governance
Key Dimensions of GK as Model of Philippine PA
Effective delivery of services as a core concept GK as an Emerging Model for Development
Cooperation between government, business and
civil society
GK as a Converging Point for Partnership
Enhancement of social equity as key question GK as a Template for Good Governance
Gawad Kalinga: Model of Philippine Public
Administration

22. Challenges
– For whom the field of PA has been developed?
– Do we need to develop a Philippine based fields or could these be incorporated in the existing fields?
– How PA processes, structures, systems and institutions responded to the questions of promoting
accountability, transparency and participation?
– What is the role of ICT in making PA more responsive?
– How PA processes, structures, systems and institutions respond to problems in poverty?
– What is the impact of globalization and response of PA structures, processes, systems in the
development and evolution of Philippine PA?
– How can we address problems of maldistribution where those who have less in life will have the more
in governance and PA?
– How can we develop indigenous PA practices? How can we replicate and mainstream good practices in
the venue of cooperation, trust and partnerships with stakeholders?
– Lastly, how has the teaching, research and publication of public administration responded to the
above?

23. Thank you!