Professional Documents
Culture Documents
Philippine Administrative System
Philippine Administrative System
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?
ADMINISTRATIVE LAW
LA •DISCRETIONARY
W POWERS
BUSINESS
PUBLIC
POLITICS ADMINISTRATION
MANAGEMENT
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.
www.ginandjar.com 3s
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 PA’s 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 - legal mandates, major
• Public organization
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
Executive Judiciary
Legislature
/Government
Public
Administration
THE PHILIPPINE ADMINISTRATIVE SYSTEM
EXECUTIVE BRANCH
PRESIDENT
VICE-PRESIDENT
CONSTITUTIONAL OTHER
BODIES
EXECUTIVE
GENERAL GOVERNMENT SECTOROFFICES
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
PRESIDENT
VICE-PRESIDENT
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
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.
Reorganization
Government Preparation of
Reorganization
proposals
Final Stage
5) setting resources
2. Preparation of reorganization
proposals:
1) constituting the reorganization body;
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 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.
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.
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 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.
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