1. Prepared by:Heidi Christine Z. SayaMAEd major in Guidance
& Counseling StudentFor FDM 201 PPDM
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. Philippine AdministrativeSystem (PAS) Public PA
socio-political and economic environment systemcovers the PA
relationship with its immediate public incontact, as well as the
PAs reactions to or how it is affectedby the greater
socio-political and economic environmentwithin which it
operates
4. Public PA Socio-Political andEconomic Environment
SystemShockShock ShocksShock
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. 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. 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. 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. Capability BuildingStages of CBProcessProblem
IdentificationObjective SettingProgram planningStructure
building
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. 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. 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.
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. 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. 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. 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. 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. 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. 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. Types of
AccountabilityIndividualAccountabilityAccountabilityof
AdministratorsPoliticalAccountabilityAccountabilityof National
LeadersFour Types of Accountability
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. 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. Government Reorganization- planned deliberate efforts to
systematicallyalter the existing organizational structureusually
for the purpose of achievinggovernment objectives with more
economy,efficiency and effectiveness
24. Government ReorganizationThere are 3 phases of
governmentreorganization of lawGovernmentPre planning
orReorganizationPreparation ofReorganizationproposalsFinal
Stage
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. 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. 3. Final stage- is the passage of a law that grants the
authority toimplement the reorganization process
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. BudgetPreparation(DBCC,
agencies)BudgetExecution(agencies)BudgetAccountability(agencies,
COA)BudgetApproval(Congress)Budget Process
30. 1. Budget PreparationBudgetary parameters is determined by
theDepartment Budget Coordination Committee(DBCC) composed of DBM,
NEDA, DOF, BSPand OP
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. 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. 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 Presidents
budgetmessage and other documents, i.e. Budget ofExpenditure and
Sources of Financing, theNational Expenditure Program, and the
RegionalExpenditure Program.
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--vis approvedwork targets.
35. Top 10 Departments
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. 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. 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. Reference: Alfiler Ma. Concepcion P.
PhilippineAdministrative System (PAS)., UP OpenUniversity, Diliman
Quezon City Rubico, Naty. Philippine Administrative SystemUP NCPAG
2010