Prepared by:

Heidi Christine Z. Saya

MAEd major in Guidance & Counseling Student
For FDM 201 PPDM
 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
Shock Shock

Shock Shocks
 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
• 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
 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 implementation
• 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
• 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
 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
Public Administrative System
(PAS) Structure
 Constitutional bodies:
1) constitutional commissions – Civil Service Commission
(CSC), Commission on Audit (COA), Commission on
Elections (COMELEC);
2) constitutionally created/mandated special bodies
– Commission on Human Rights (CHR) and
Ombudsman
1) Executive Departments
2) Government Owned Companies or Corporations
(GOCCs) (wholly-owned or at least 51%)
3) Chartered institutions (created by law)
A. CONSTITUTIONAL BODIES - INSTITUTIONS
WHOSE EXISTENCE ARE SPECIFICALLY PROVIDED FOR
IN THE 1987 CONSTITUTION

A. Civil Service Commission

B. Commission on Audit
C. Commission on Election

OTHER BODIES

A. Com on Human rights

B. Commission on appointments
C. Office of the Ombudsman
 THE PHILIPPINE ADMINISTRATIVE SYSTEM
EXECUTIVE BRANCH

PRESIDENT
VICE-PRESIDENT

CONSTITUTIONAL OTHER
BODIES EXECUTIVE
GENERAL GOVERNMENT SECTOR OFFICES

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

DEPARTMENT OF DEPARTMENT OF DEPARTMENT OF

DEPARTMENT OF DEPARTMENT
AGRARIAN REFORM ENVIRONMENT AND TRADE
AGRICULTURE OF TOURISM
NATURAL RESOURCES AND INDUSTRY
ENERGY AND INFRASTRUCTURE SECTOR EDUCATION, CULTURE AND MANPOWER DEVELOPMENT SECTOR

DEPARTMENT DEPARTMENT OF DEPARTMENT OF STATE COLLEGES

OF ENERGY PUBLIC WORKS AND EDUCATION, AND UNIVERSITIES
HIGHWAYS CULTURE AND SPORTS
DEPARTMENT OF DEPARTMENT OF LABOR
TRANSPORTATION AND EMPLOYMENT
AND COMMUNICATIONS
HEALTH AND WELFARE SECTOR DEFENSE SECTOR SCIENCE AND TECHNOLOGY SECTOR

DEPARTMENT DEPARTMENT OF SOCIAL DEPARTME DEPARTMENT OF

OF HEALTH WELFARE AND DEVELOPMENT NT OF SCIENCE AND TECHNOLOGY
NATIONAL
PUBLIC ORDER AND SAFETY SECTOR LOCAL GOVERNMENT SECTOR
DEFENSE

DEPARTMENT DEPARTMENT OF INTERIOR AND

OF JUSTICE LOCAL GOVERNMENT

AUTONOMOUS REGION CORDILLERA

OF MUSLIM MINDANAO LOCAL GOVERNMENT ADMINISTRATIVE
UNITS REGION

Source PA 208 by de Vera UP NCPAG

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)
 THE PHILIPPINE ADMINISTRATIVE SYSTEM
EXECUTIVE BRANCH

PRESIDENT
VICE-PRESIDENT

CONSTITUTIONAL OTHER
BODIES EXECUTIVE
GENERAL GOVERNMENT SECTOR OFFICES

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

DEPARTMENT OF DEPARTMENT OF DEPARTMENT OF

DEPARTMENT OF DEPARTMENT
AGRARIAN REFORM ENVIRONMENT AND TRADE
AGRICULTURE OF TOURISM
NATURAL RESOURCES AND INDUSTRY
ENERGY AND INFRASTRUCTURE SECTOR EDUCATION, CULTURE AND MANPOWER DEVELOPMENT SECTOR

DEPARTMENT DEPARTMENT OF DEPARTMENT OF STATE COLLEGES

OF ENERGY PUBLIC WORKS AND EDUCATION, AND UNIVERSITIES
HIGHWAYS CULTURE AND SPORTS
DEPARTMENT OF DEPARTMENT OF LABOR
TRANSPORTATION AND EMPLOYMENT
AND COMMUNICATIONS
HEALTH AND WELFARE SECTOR DEFENSE SECTOR SCIENCE AND TECHNOLOGY SECTOR

DEPARTMENT DEPARTMENT OF SOCIAL DEPARTMEN DEPARTMENT OF

OF HEALTH WELFARE AND DEVELOPMENT T OF SCIENCE AND TECHNOLOGY
NATIONAL
PUBLIC ORDER AND SAFETY SECTOR DEFENSELOCAL GOVERNMENT SECTOR
DEPARTMENT DEPARTMENT OF INTERIOR AND
OF JUSTICE LOCAL GOVERNMENT

AUTONOMOUS REGION CORDILLERA

OF MUSLIM MINDANAO LOCAL GOVERNMENT ADMINISTRATIVE
UNITS REGION

Source PA 208 by de Vera UP NCPAG

D. LOCAL GOVERNMENT UNITS - TERRITORIAL AND
POLITICAL SUBDIVISION OF THE STATE

A. Regions- AUTONOMOUS REGION OF MUSLIM

MINDANAO ( 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 as
of 30 June 2012 (Wikipedia)
 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
 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.
 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
 Four Types of Accountability

Types of Accountability

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.

 Accountability of administrators – for their

stewardship of the administrative authority,
resources and information placed at their
disposal as leaders of public organization.
 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
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
Government Reorganization
Pre planning or
Reorganization

Government Preparation of
Reorganization
proposals

Final Stage

There are 3 phases of government

reorganization of law
 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
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
 3. Final stage

- is the passage of a law that grants the authority to

implement the reorganization process
 THE BUDGET CYCLE
1. The Budget Cycle Budget Preparation
(DBCC, agencies)

2. Budget Approval Accountability (Congress)

(agencies, COA)

3. Budget Process Budget Execution

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

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.
Top 10 Departments
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.

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 government-
owned or controlled corporations (GOCCs) has switched into a decelerating
mode
Number of Government Personnel by Region: 2008
Region Government Personnel
Philippines 1,313,538
166,122 NCR 506,103
223,258 CAR 37,819
3104,354 CARAGA 23,186
4100,758 ARMM 50,676
566,497
6 60,589
759,902
8 66,455
952,131
1010 27,405
1126,599
1212 41,684

2008 Inventory of Government Personnel by CSC

Size of the Bureaucracy:
1st Quarter of 2010

As of 1st quarter of 2010, the estimated

number of government personnel reached 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%
 Reference:

 Alfiler Ma. Concepcion P. Philippine

Administrative System (PAS)., UP Open
University, Diliman Quezon City
 Rubico, Naty. Philippine Administrative System
UP NCPAG 2010
END