NATIONAL COLLEGE OF PUBLIC ADMINISTRATION AND GOVERNANCE

University of the Philippines-Diliman

Quezon City, Philippines

Local Leadership of Pasig City Mayor Vico

Sotto A Case Study

In Partial Fulfilment of the Course Requirements for

PA 151 – Local Governance
Second Semester A.Y. 2019-2020

Manaid, Jamie

Tabayoyong, Nicole

Viloria, Ava

Submitted to:
Prof Michael Tumanut, Ph.D.

June 19, 2021

 I. Introduction

In the Philippines, corruption, inefficiency, and ineffectiveness are cliche but ever so relevant
themes in the public sector. The clamor for an ethical government is not only prevalent through
time but intensifies along with the new international standard of leadership and governance. The
government's response to the pandemic is a generic example of the limits of governments. It is
no wonder that the modern-day Filipino is cynical. Amidst the negativity, some public servants
strive to deviate from the tradition. Through exemplifying a different leadership style that
deviates from the traditional. We will examine what makes this popular local leader relevant
based on his programs, outlooks, and leadership style.

Pasig LGU Profile

Pasig City or better known as “The Green City”, classified as a highly urbanized city, is one of
the safest and environmentally friendly LGUs in Metro Manila. It is found in the National
Capital Region, Luzon, the Philippines with coordinates; 14° 34' North, 121° 5' East (14.5605,
121.0767) (PhilAtlas,2015a). It is located approximately 12kms east of Manila, on the
southeastern part of Pasig River, located by Quezon City and Marikina City on the North, and
near the banks of Marikina and Pasig River. Its closest cities are Taguig, Mandaluyong, Makati,
San Juan, Marikina, and Pasay.

It has a land area of 4.34 sq km or 3, 432 hectares and politically composed of two legislative
districts and 30 barangays (PSA, 2015). Its total population of 2015 consensus is 755,3000 which
ranked 8th out of 1,634 cities and a population density of 24,365 /sq.km. ranking 5th out of 1,
634 cities also with a 180,612 estimated number of households (PSA, 2015). The population
growth rate in 2015 is 2.31 % and the average household size is 4.2. With this population the age
group with the highest population is from age groups 25 to 29, with 75, 443 individuals whilst
the lowest population is from age groups 80 and over with 4,034 individuals. As of 2016, there
are a total of 2,725 precincts and a total of 390,923 registered voters (DILG,n.d).

The origin of the name Pasig comes from the theory from the late Jose Villa Panganiban, a
redeemed linguist, notable professor, polyglot, and former director of National Language.
According to him, Pasig comes from the old Sanskrit word “a river flowing from one body of
water to another,” on which this is referred to the Pasig River which flows from Laguna de Bay
to Manila Bay(Pasig City,n.d)

Pasig was created in 1572 by the Augustinians and is considered one of the oldest towns in the
Philippines. Pasig City in June 1901, was incorporated in the newly created Province of Rizal
under Act No. 137. It also became the Provincial Capital of Rizal when the Metro Manila
Commission was created under Presidential Decree No. 824. The Republic Act 7829 was
enacted that would convert the Municipality of Pasig into a highly urbanized city which was on
July 26, 1994. On December 8, 1996, this was signed into law by President Fidel V. Ramos. It
was ratified by the citizens of Pasig through a plebiscite on January 21, 1995 (Pasig City, n.d).

The Pasig City corporate seal is composed of the woman (Mutya ng Pasig), body of water
(Laguna de Bay and Manila Bay), Immaculate Conception Parish Church (oldest edifices),
industrial and commercial establishments (prosperity and progress) (Pasig City, n,d).

Functions of A Mayor

The functions of a mayor are fit to the administrative handling of local government. It is on
which the essential functions to develop a local government unit to its best capacities in
economic development, human resource development, education, water and sanitation, and
more. Due to the growing needs of the public, the functions of a mayor are as follows.

First, a mayor exercises general supervision and control over local programs, projects, services,
and municipal government activities. It includes enforcing all laws and ordinances relative to the
governance of the municipality and the exercise of its corporate powers provided for under
Section 22 of this Code, implement all approved policies, programs, projects, services, and
various activities of the municipality. Secondly, the function is to start and maximize the
generation of resources and revenues, and apply the same to implementing development plans,
programs, objectives, and priorities as provided for under Section 18 of this Code particularly
those resources and revenues programmed or Agro-industrial development and country-wide
growth and progress. Third, a mayor also ensures the delivery of basic services and the provision
of adequate facilities as provided for under Section 17 of this Code. Fourth, another
responsibility is to exercise such other powers and perform such other duties and functions as
prescribed by law or ordinance. Fifth as they oversee the day-to-day operations, long-term and
strategic planning, and financial management of the city, they handle the professional
development of the City Government Officials and employees. Sixth is implementing and
monitoring the policies and directives issued by the City Mayor and members of the City
Council. Lastly, they also respond promptly to all inquiries and requests of constituents as well
as disseminates information regarding the city's activities (LGC, 1991).

However, a Mayor is chosen through elections as mentioned; Chapter 1 Section 41. Manner of
Election (a) shall be elected at large in their respective units by the voters therein. Also included
are the qualifications as mentioned; Chapter 1 Section 39 Qualifications (a) citizen of the
Philippines, registered voter where he intends to be elected, resident therein for at least 1 year
immediately preceding the day of the election, able to ride and write in Filipino or any local
language (b) must be at least 23 years of age on election day (LGC, 1991).

Scholastic and Professional Background

The scholastic and professional background of local government leaders is essential to ensure
that they will be fit for the job. The details and personal information of Pasig Mayor Vico Sotto
are, therefore; Victor Ma. Regis Nubia Sotto, 31 years old, was born on June 17, 1989, to Marvic
Castelo Sotto and Constancia Angeline Reyes Nubla. He is the 20th incumbent mayor of Pasig,
Metro Manila, as he preceded Robert “Bobby” Eusebio by over 70,000 votes ending Eusebio’s
27 terms (Mercado, 2019). Sotto was a member of the Sangguniang Panlungsod of Pasig from
the First District serving in office from June 30, 2016, to June 30, 2019, running as an
independent and serving as a city council. He was also Chair of Public Relations and Information
Committee of Sangguniang Panglunsod of Pasig in office from June 30, 2016- June 30, 2019.
His formal education started at Brent International School for both his grade school and high
school. He then graduated with a Bachelor of Arts degree in Political Science from Ateneo de
Manila University in 2011, and a Masters in Public Administration at the Ateneo School of
Government in 2018 (Sabillo,2019).

Major Projects/ Programs Implemented

The Local Government Code (LGC) of 1991 is the legal framework and basis of the current local
government in the Philippines. Under LGC 1991 is maintaining local autonomy and ability to
make decisions away from national government; ‘...shall endeavor to be self-reliant and shall
continue exercising the powers and discharging the duties and functions currently vested upon
them’ (Article 17, LGC 1991). As well as to provide basic services; “...discharge the functions
and responsibilities of national agencies and offices devolved to them...exercise such other
powers and discharge such other powers and discharge such other functions and responsibilities
as are necessary, appropriate, or incidental to efficient and effective provision of the basic
services and facilities enumerated herein. (Article 17, LGC 1991) Under the article, the devolved
basic services are health, social services, environmental management, agriculture, infrastructure,
tourism, and regulatory functions. During Mayor Vico Sotto’s first 100 days in office, his
administration’s accomplishments were laid out in 5 key areas he had promised to reform: health
care, housing, education, good governance, as well as public order and safety.

Mayor Vico Sotto took steps in implementing the national government’s Universal Health Care
program as affordable, if not free, health care to all residents was one of his main campaign
promises. The Pasig City government tripled its health care budget for 2020 to P772.7 million
(Gotinga, 2019c). Aside from prioritizing investment in healthcare, the Pasig government also
improved accessibility to healthcare services by bringing these closer to the residents of its 30
barangays which involved staffing and equipping barangay health centers. On August 5, 2019,
Mayor Vico Sotoo signed a memorandum of agreement (MOA) with the Rizal Medical Center
“for the education, training, and development” of Pasig’s primary health care doctors (Sotto,
2019). This program is expected to result in residents being able to receive treatment at the
barangay level and will help decongest the public hospitals of the city (Gotinga, 2019b).

Quality education was also one of Mayor Sotto’s promises and the city government allotted P1.2
billion for its budget for education for 2020 with 420 million going towards scholarships.
Because the city government rationalized its finances at the end of 2018, Sotto said that they
were able “to reallocate funds to add some 1,000 scholars to the initial roster of about 12,000,
bringing this year’s total to 13,000 – a new record for Pasig” (Gotinga, 2019d).

During his third week as mayor, Sotto set up a complaints and requests service called Ugnayan
sa Pasig (Touchpoint at Pasig). Ugnayan sa Pasig is a “24/7 hotline to the city’s Public
Participation, Accountability, and Transparency Unit.” The service is also available through
e-mail and social media while verbal complaints can be filed at the Ugnayan sa Pasig office in
the city hall (Gotinga, 2019a).

On housing, Mayor Vico Sotto’s promise to informal settlers is that there will be no relocation or
demolition unless there is a proper site for them to relocate. In July 2020, Sotto unveiled the
design of Pasigs’s Socialized Housing Project. Sotto also details that the Pasig City government
will be prioritizing informal settlers living within “danger zones” such as floodways and the
selection of beneficiaries will be fair and without political patronage (Casinas, 2020).

On his promise of good governance, one of his first orders as mayor was a massive inventory of
the city’s government assets and supplies after the Commission on Audit flagged P1.4 billion in
missing inventories from the previous administration. During his 100th day address, Sotto
reported that they were able to account for P400 million of the missing inventories (Gotinga,
2019d). One of Mayor Vico Sotto’s notable reforms in the city is the tightening of the public
bidding process. The Pasig government was able to save P150 million in the first 5 months of
Sotto’s administration. The bidding process was also opened to third-party observers and the
city’s publication office even streams bidding sessions live on its Facebook page which resulted
in greater competition and winning bids turning out to be 10% to 50% lower than the Approved
Budget Contracts. Sotto cites an example of how much the Pasig City LGU can save through this
more transparent process which is the improvement of the Kapasigan Barangay Hall with its
ABC costing more than P7.3 million. The winning bid “was just over P5.5 million, saving the
local government more than P1.8 million, or about 25% of the original allotted budget”
(Gotinga, 2019e).

Pasig’s COVID-19 Response

Government and leadership are tested the most when it comes to crises. During the COVID-19
pandemic, governments around the world are caught off guard, responding in a plethora of
courses of action to mitigate the spread of the virus. The local government of Pasig has been
cited as one of the top-performing local government units when it comes to COVID-19 response
according to a survey conducted by RP-Mission and Development Foundation Inc (Manila
Standard, 2020). The National Task Force Against Covid-19 (NTF) has also cited Pasig City as a
“model city for the entire country” because of the plans and programs it has been implementing
ever since the start of the pandemic (Crismundo, 2021).

During the first months of the lockdown, Mayor Vico Sotto responded to the transportation ban
by first requesting that tricycles be allowed operations so front liners and essential workers have
a means of transportation. After this was turned down by the DILG, the Pasig City government
was able to partner with transport company “Global Electric Transport (GET) and received two
COMET electric vehicles that will transport health front liners and city personnel around for free
within the territory” (Lozada, 2020). Aside from the emission-free vehicles, GET also offered a
service team of drivers to the city. The Pasig City government also provided mobile kitchens to
serve frontline and essential workers cooked meals and mobile markets to bring fresh produce
closer to residents as many people were unable to go to groceries and supermarkets (Francisco,
2021). Pasig City also purchased drones that disinfected its streets and public spaces and turned
motels into quarantine facilities (ABS-CBN News, 2020).
In October 2020, Pasig City launched a new health monitoring system that would improve
contact tracing and ramp up medical services for their residents called the Pasig Health Monitor
(Marquez, 2020). The Pasig Public Information Office (PIO) in a Facebook post explained that it
is a “tool to help the city health department improve health services and speed up response
times.” It has three main components which are: Pasig Pass, the city’s QR code-based contact
tracing solution; Patient Records, a central database of citizen medical records; and Resource
Management, an integrated inventory of the City’s health resources (PIO, 2020).

Another example of Pasig City’s quick response during the pandemic is its COVID-19
vaccination plan. The Philippine Daily Inquirer (2021) reports that “Pasig City is the first local
government in the country to have a vaccination plan approved by the Department of Health and
the World Health Organization.” The local government has also improved the features of Pasig
Pass by making use of its QR code system to schedule vaccination appointments (Domingo,
2021).

Leadership

Leadership is directing and influencing the task-related activities of group members. Leadership,
therefore, is the exertion of influence. On which influence refers to any action or example of
behavior that causes a change in attitude or behavior of another person or group. Leadership is
one of the most important skills to create an ethical and efficient administration. Numerous
scholars have developed theories on leadership in governance, by observing, describing, and
analyzing what differentiates an effective leader from a managerial leader. One of the most
popular examples of theory on leadership is that of transformational leadership, which then set
the tone of the qualities of a modern leader in the 1980s. However, it remains relevant to
modern-day leadership in the 21st century, as it pertains to the creation and development of new
ideas and new ways of effective leadership.
 The timeline of the development of the theory of transformational leadership first started
with its introduction by Burns in 1978 and was further developed to provide an understanding of
behavioral components of leadership style by Bass in 1985. Bass’s Theory of Leadership
expounds on the different types of leadership that there is. Namely, these are transformational
leadership and transactional leadership, with a stark difference between the leaders’ mindsets on
how to handle followers. Bass developed the transformational leadership theory (1985), which
defined transformational leadership with the emphasis on how a leader might directly affect a
follower. He then identified how leadership can transform the followers into effective leaders
with their authentic style and beliefs. The first way is by increasing a person's awareness of the
task’s importance and value, which then cultivates their inner work ethic. The second way is
through the realignment of a person's focus towards a team or organizational goal rather than
focusing on their individualistic goals. The third way is by activating their higher-order needs
(Bass, 1985).

Given this scenario, charisma is also seen as an essential effect of transformational

leadership. It focuses on the key charismatic effect of a leader on a follower. This is the power to
elicit trust, admiration, and respect from the follower to the leader. This can be essentially done
through personal coaching and mentoring or stirring appeals. (Bass, 1990). Authentic
transformational leadership is constructed from four components and three moral aspects. The
four components or better known as the 4 Is of leadership aims to give an example of what a
transformational leader demonstrates to provide efficient and effective performance and results.
The component idealized influence states that leaders influence followers and molds them to
become future leaders by becoming a charismatic or ideal leader. Transformational Leadership
shows the complete engagement of the follower, resulting in mutual stimulation and elevation
where followers convert into leaders (Alfiler, 2007). Alongside this transactional leadership is
the social exchange where the leader gives certain values to its followers, such as recognition and
direction. In return, its followers give values such as esteem and responsiveness. (Alfiler, 2007)

Transformational leaders are considered to be more introspective leaders as they deal

with problems with more calculated, calm, and thought of action, as compared to traditional
reactionary and impulsive leaders (Zama et al., 2019b) The difference between the two
leadership styles highlights their unique attributes. The leadership approach of a transformational
leader is innovative, whilst a transactional leader balances its options. The interaction of a
transformational leader is personal in their orientation to group members while a transactional
leader may be role bound or position-minded. While a transformational leader’s focus is on
visions, values, expectations, and context, it may focus a transactional leader on control,
production, and results, as like those of a private company. The usage of a transformational
leader is by influence or power meanwhile a transactional leader uses the control that comes with
the position.

A transformational leader values cooperation, unity, equality, justice, and fairness

besides efficiency and effectiveness while a transactional leader values coordination besides
efficiency and effectiveness. In terms of orientation and impact, a transformational leader has a
transforming impact and is oriented towards ends. Whilst a transactional leader has a
transactional impact and is oriented towards the means. The main tasks of a transformational
leader are that they define and communicate goals and they motivate. However, transactional
leaders’ major tasks are implementing goals, refereeing, and coaching. The difference also shows
between the thinking-time frame as transformational leaders look at it with a futuristic view
whilst transactional leaders think of the current situation which is yesterday's output and today's
problem.

The qualities of a leader may be diverse because of different leadership styles, however,
there are a few qualities that are essential to differentiate a manager from a leader. First, of all,
the leader has a very clear vision and a mission. Whilst a vision defines the purpose, goals, and
aspirations, the mission defines a group's purpose and primary objectives (Quigley,1993). A
leader must also not only be efficient (knowledge, skills, and abilities) but also effective to have
a higher likelihood of success in achieving their goals (Dethmer et al., 2015). Third, a successful
leader has the power of enthusiasm which entails three steps- interest, knowledge, and belief.
Enthusiasm creates the conditions that pave the way to a successful result and gives the
emotional edge of taking advantage of opportunities given at times (Slechta,2016). In addition, is
empathy or concern for others. An outstanding leader takes care of their people, communicates
well, and acts on their care for their people (Henley, 2018).

Bass’s Four Elements of Transformational Leadership

It has been decades since Burns (1978) first introduced to the academe the concepts of
transactional and transformational leadership; whereas the first one is all about catering to the
needs and interests of the organizational members while the latter is all about uplifting the
morale and guiding a change in values of the followers. Although both concepts have been
influential in the perspectives used in organizational management before, the rapid change of
organizations and workforce operating now within a more globalized context has resulted in the
growing need for leaders to be more transformational than transactional in approach.
Mills (2005 as cited in Ghasabeh, Soosay & Reaiche, 2015) has pointed out that change
at the organizational level cannot be possible without effective transformational leadership.
According to Bass (1999), the ultimate task of transformational leaders is to align the interests
and values of the members to those of the organization. Hence, these leaders are expected to lead
by example and guide their members to move beyond self-interest and develop within them a
value for the greater good of the organization, the people, and the country (Bass, 1999). In
addition to the concept introduced by Burns, Bass (1999) uncovered the 4 I’s or the four vital
elements that comprise transformational leadership: (1) idealized influence, (2) intellectual
stimulation, (3) inspirational motivation, and (4) individualized consideration. These, according
to him, can create valuable and positive change to the values of the followers and their level of
maturity, as well as their concern for the well-being of others in society. The table below presents
in greater detail the definition of each element in transformational leadership.

Four I’s of Transformational Leadership

(Bass, 1999)

Idealized Influence (II) Refers to how a leader sets himself as a role model for high
ethical behavior, instilling pride to and gaining respect and trust
from his people. He exemplifies a high standard of
 performance for his members to follow. (Bass, 1999;
Transformational Leadership, n.d.; Four I’s of
Transformational Leadership, 2019).

Intellectual Simulation (IS) The degree to which a leader values independence in

knowledge creation and learning of his people; encourages
followers to think creatively or innovatively and to approach
organizational problems in a novel way. (Bass, 1999;
Transformational Leadership, n.d.; Ghasabeh, Soosay &
Reaiche, 2015)

Inspirational Motivation All his plans are exhibited through clearly defined goals, and
(IM) steps to these goals’ attainment are articulated to the people
with an end goal of inspiring them and communicating with
them the purpose and meaning of the tasks at hand (Bass, 1999;
Transformational Leadership, n.d). This also refers to the
efforts initiated by the leader for followers to commit to
organizational goals (Four I’s of Transformational Leadership,
2019).

Individualized The ability of a leader to attend to the individual needs and

Consideration (IC)
respond to the concern of his followers while actively working
on creating a supportive environment where individual
differences are respected and small individual contribution is
celebrated (Four I’s of Transformational Leadership, 2019;
Transformational Leadership, n.d.).

Mayor Vico Sotto as a Transformational Leader

Using Bass’ Four I’s of Transformational Leadership as a basis, this paper argues that Mayor
Vico Sotto is a prime example of a transformational leader by assessing his course of actions and
main governmental projects and programs that show manifestations of the vital elements of
transformational leadership.
Idealized Influence

Mayor Vico Sotto has set the bar high not only for his subordinates in the city government but
also for his contemporaries nationwide when it comes to an ethical and effective local
government administration. The young Mayor was just recently recognized by the U.S. State
Department as one of the 12 global anti-corruption champions for his commendable transparency
initiatives. His commitment to upholding the value of government transparency first began
during his stint as City Councilor through his participation in the Young Southeast Asian Leaders
Initiative (YSEALI) Professional Fellows Program in the US which helped him create and pass
the first local FOI legislation within the city (US Embassy Manila, 2021). In a simple message,
Mayor Vico expressed gratitude to the US State Department in recognition of his efforts, but
more importantly, he expressed his hope in raising awareness that will “denormalize” corruption
for a better quality of governance (Lalu, 2021).

Despite coming from an established political clan and being known as a child of
well-known actors, Mayor Vico exhibits a very down-to-earth attitude, silently working towards
the fulfillment of his promise to the people of Pasig: an accountable, responsive, transparent, and
inclusive government (Dava, 2019). Unlike his political contemporaries, he shies away from
excessive news airtime, completely discards placement of his name on government projects, and
would address his constituents only on important matters that concern the city of Pasig (Abellon,
2020). With that, he gains respect and trust by exemplifying qualities and attitudes that are
desirable and would make his followers want to identify with such leadership

Intellectual Simulation
His leadership also exemplifies innovative solutions to complex problems. At the onset of the
COVID-19 pandemic, Mayor Vico had already adopted proactive and extraordinary efforts in
combating the spread of the virus. The imposition of a transportation ban has created a negative
impact on the movement of essential front liners responding to the pandemic. With that, the
neophyte Mayor initially requested to allow the tricycles as transportation for front liners
although DILG still turned the request down. The Pasig City Government then finds another way
by partnering with “Global Electric Transport” (GET) in which two COMET vehicles were used
to transport essential workers and front liners for free within the City (Lozada, 2020). Aside from
this, mobile kitchens and mobile markets were also put in place to make food for the front liners
and make it easier for residents to shop for essential food items (Francisco, 2021). Moreover, the
Pasig City government was also the first one to utilize drones in disinfecting streets within their
territory. To further curb the spread of the virus within the city, they launched a new health
monitoring system called the Pasig Health Monitor (Marquez, 2020) which provides contact
tracing, a database of medical records, and an integrated inventory of the City’s health resources
(PIO, 2020).
Because of these initiatives, the City Government of Pasig, under Mayor Sotto’s
leadership, facilitates a more innovative and proactive problem solution making perspective
within the government, striving to think outside the box and see beyond what is obvious.
Intellectual stimulation is indeed present in his kind of leadership as he strives to stray away
from the norm by pushing others to challenge current beliefs and values.

Inspirational Motivation
Leaders play a crucial role in improving team performance, by working to raise team morale
through motivational techniques and acting as an inspiration for others. An example of this is the
increase in salaries of almost 4,339 Pasig City government employees and a P2000 increase in
salaries this January 2021. The salary grade from P11,551 per month to P 13, 572 per month will
mean a promotion from Salary Grade 1 to Salary Grade 3 for most employees. In addition to the
concept of decent wages for all is the regularization of employees on which a batch of 617
contractual employees of 15 years and above will be given tenure. One of the long-term goals of
the Mayor is Capacity development to make workers qualified for higher positions and to
enhance basic services. Another goal is to move away from the culture of carrying factor to a
dully merit-based system. The smiling government staff is also one of the ideologies of genuine
public service on which the Mayor himself applies (Perez-Rubio, 2020). His efforts to make
government staff commit to organizational goals on which he intrinsically encourages them to
work harder to reach these objectives shows a high political will, as well as a higher individual
influence along with inspirational movement, which creates charisma. The mayor shows the role
of transformational leaders, to instill values into employees that are aligned to the interests of the
organization.

Individualized Consideration
Mayor Vico Sotto has been vocal about his reforms as a stand against corruption. Despite this, he
sees to it that his government will be consultative towards all of its constituents. In one of his
addresses, Sotto singled out the City Environment and Natural Resources Office (CENRO) and
accused them of being remiss in its duty after he ordered the closure of a meat processing plant
for operating while releasing wastewater straight into the drainage. Before making any
conclusions, Sotto said he wanted to know why the CENRO let those violations slide and
acknowledged the realities of governance wherein bureaucrats may be motivated not by
corruption but by fear or worry (Gotinga, 2019c). As Gotinga (2020) describes him in one of his
articles, “Sotto’s charisma and earnest manner come handy when he needs to be stern.” When
Sotto won the election, several city hall employees feared for their jobs. But Sotto promised he
would keep them if they would change their ways. As a leader, his commitment to doing what is
right, while at the same time, being considerate towards those that may seem to not share his
vision, is one of his strengths as a transformational leader.

Conclusion

The objective of the leadership of incumbent Pasig City Mayor Sotto aims to not only promote
good governance but to exemplify it in public service. On which good governance is governance
that is “participatory, transparent… accountable, effective and equitable.. promoting the rule of
law… ensures that socio-political-eco priorities are based on broad consensus and that the voices
of the poorest and most vulnerable are heard (UNDP, 1997), is more often understood, promoted
and maintained in the context of local governance in Pasig.
Indubitably one of the hardest issues of governance in both national and local is the new
unpredicted challenges that occur (health issues, internet, pandemics, etc) which requires leaders
to create new administrative strategies and tactics. As well the issue of ensuring the sovereignty
of the people on which creates a demand to devise new strategies to ensure its voice is not just
one of the many in the network. These are highlighted as ‘.. the stress between government’s
horizontal and vertical dimensions and hyperpluralism all combine to create fresh tensions for
which the government's existing structures and strategies proved a poor match’ (Kettl,2002). The
leadership and administrative approach of Pasig City Mayor Sotto during the COVID-19
pandemic show the importance of capacity, control, and coordination strategies. Leading with
new strategies to include all voices and give importance to the poorest of the poor whilst
providing the aspects of sustainable human development; namely empowerment, cooperation,
equity, sustainability, and security.

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