PUAD 20243

Philippine Public Administration

By;
Kenneth S. De La Rosa
Bachelor of Arts in Political Science II – 3
MODULE 2: PHILIPPINE ADMINISTRATIVE SYSTEM: COMPONENTS, STRUCTURE AND POWER
BASE

Learning Objectives:

1. To define the Philippine Administrative System and identify its elements;

2. To identify the sources of power of the PAS and how it uses this power to serve the public

Learning Outcome:

1. Familiarization of PAS including its components and source of power

2. Explain the structure of PAS and identify the various types of public organizations constituting the
system

LESSON 1. THE PHILIPPINE ADMINISTRATIVE SYSTEM, DEFINITION AND COMPONENTS

Activity: 1. From the 10 items below, select the five (5) elements constituting the Philippine administrative
system.

a. The market where there is free exchange of goods and services

b. The family as a social institution

c. Public organizations with their own goals, policies, structures, resources and programs

d. A particular clientele group who is in need of an organization’s services

e. Public institutions, with their own internal processes, that also relate to and interact with, other
public organizations.

f. The Catholic Church

g. Association of business organization like the Makati Business Club

h. Organization created to implement, help formulate and monitor and assess public policies

i. International organizations such as agencies of the United Nations like UNDP, WHO and UNICEF
j. A socio-political and economic environment that influences the demand for the services of public
organizations and the support and resources that they receive.

2. Please indicate whether these statements are True or False. If a statement is false, explain what makes
it false.

a. The Philippine administrative system refers only to offices of the national government. TRUE

b. The PAS’ internal processes determine the demands that its clientele is likely to make it and the support
and resources that it will get. TRUE

LESSON 2. SOURCE OF POWER OF THE PAS

PAS Empowerment Checklist [MEMORIZATION CHECKLISTS PROF. THANKS TO THIS, I

KNOW WHAT TO DO AS PART OF SANGGUNIANG KABATAAN]

I. Just and Fair Enforcement of the Law

A. Are the PAS law enforcers clear on what the law provides and how this is to be enforced?

B. Are they aware of special provisions that are intended for particular types of offenders (e.g., minors,
cultural communities)

C. Are the sanctions on violators as mandated by law or administrative rules enforced the same way
regardless of the violators’ position, income, status or influence in the community?

D. Are their instances of politicians interfering in the enforcement of laws or rules which tend to favor
influential parties?

E. Is there enough support for violators who may not have the resources to hire the services of a lawyer?

F. Is there enough information given to clients so that they are fully aware of the rules and regulations and
their rights and are not disadvantaged by the organization’s control over information?

II. Participatory and Consultative

A. In the identification of the problem, was there a particular target clientele in mind?

B. If there was such as group of clients, was there client analysis done to have information about the group
in terms of how homogenous they are and what interests’ groups exist among them?
C. Was there a deliberate effort on the part of the administrators to get clients involved in the formulation
or identification of the problem?

D. To support client involvement in the definition of the problem, were clients’ representatives given time,
resources, and facilities to use?

E. Did the organization provide ways through which clients can participate in the determination of the
strategy to be adopted for dealing with the problem?

III. Accessible

A. Are the services made available to clients at a time convenient to them rather than to the public officials?

B. Are more resources spent on client services rather on administrative infrastructure (i.e., office
furnishing)

C. Are office staff deployed in such a way that frontline offices have more staff during peak hours?

D. Is there a conscious effort to put better qualified personnel in frontline service areas where there are
more over the counter transactions with clients?

E. Is their continuous effort on the part of the organization to make its frontline staff really service oriented?

F. Are the procedures simple enough for the clients to comprehend or comply with?

IV. Decentralized

A. Are administrative decisions and actions, as much as feasible, at the level closest to the public?

B. Are the functions of the different departments decentralized in order to reduce red tape, free central
officials from administrative details concerning field operations, and relieve them from unnecessary
involvement in routine and local matters?

C. Are officials in field offices give the authority and responsibility to use their discretion to accommodate
clients where necessary?

V. Efficient and Service-Oriented

A. Are offices grouped primarily on the basis of functions to achieve simplicity, economy and efficiency in
government operations and minimize duplication and overlapping of functions?

B. Is the organizational structure flexible enough to accommodate the needs of clients and not simply the
efficiency consideration of the organization?
C. To what extent has the decisions where to locate the department’s field offices been guided by the
need to reduce physical distance between the organization’s frontline offices and the clientele it must
serve?

VI. Accountable

A. Is there a mechanism through which the PAS reports to its clientele regularly on the status of services
it provides, how resources are used and what its future plans are?

B. Is there a way for citizens or clientele to ask the PAS for information on the problems which they are
trying to resolve?

C. Is there too much stress on statistics and other reports such that attention is deflected from the service
needs of the clients?

D. Do the procedures provide for ways of checking possible abuse, misuse, or nonuse of administrative
power or for a grievance mechanism through which clients can seek redress?

VII. Pro-Equity

A. Are their requirements that make unnecessary demands and result in the exclusion of poorer clients
(e.g., request forms in English not being understandable to applicants who may not have gone beyond six
years of schooling, or a minimum user fee which a needy applicant may not be able to pay).

B. In dealing with the problem or providing a service, are there other costs to clients (travel time, loss of
income, lack of access to someone who can take care of kids/other tasks that need to be done) that are
not considered?

C. Are the procedures of the institution in any way biased against those who are without formal education
or a level of income or resources?

D. Does the program provide for ways through which feed paid by clients who can afford to pay, can
subsidize the cost of service of those who are less able to pay for the service?

LESSON 3. STRUCTURE AND PROCESS

1. Department of Interior and Local Government – D

2. Fertilizer and Pesticide Authority - CB
3. Bureau of Treasury - LB
4. National Parks and Development Corporation - GOCC
5. Commission on Election - CI
 6. Videogram Regulatory Board - LB
7. University of Northern Philippines - CI
8. City of Manila - LGU
9. Ninoy Aquino International Airport - GOCC
10. Philippine Amusement and Gaming Corporation – GOCC

LESSON 4. ADMINISTRATIVE RELATIONS

Activity: Identify the type of relationship which allows a unit to do each item. Use SC for Supervision
and Control, AS for Administrative Supervision, and A for attachment.

1. Review, approve, reverse, modify acts and decision of subordinate officials or units and determine
priorities in the execution of plans and programs, and prescribe standards, guideline, plans and
programs. SC
2. To review the budget proposal of such agencies, but may not increase or add to them. SC
3. Coordinate policies and programs. SC
4. Prescribe standards, guidelines, plans and programs.AS
5. Require submission of reports. A