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AN ECLECTIC APPROACH TO LOCAL GOVERNANCE, THE CASE OF MARIKINA UNDER THE FERNANDO ADMINISTRATION (1992-2010)
Toti Dulay, President, PTA Marist School
Outline: Page:
1.0. The Research Problem
1.1. Background of the Study 8-11
1.2. An Eclectic Approach to Governance
As a Theory and Practice 11-13
1.3. Statement of the Problem 14-15
1.4. Objectives of the Study 15-17
1.5. Significance of the Study 17-18
1.6. Scope and limitations of the Study 19
2.0. Review of the Related Literatures
2.1. The Input: The External Environment from 1992 – 2010
2.1.1. The Global Era 19-21
2.1.2. The Philippine Era
2.1.2.1. The Political Development 21-27
2.1.2.2. The Local Government Code 27-29
2.1.3. The Marikina Local Scene
2.1.3.1. History of Marikina 29-33
2.1.3.2. The City Charter and Laws Redistricting Marikina 33-34
2.2. The Input: The Internal Environment from 1992 – 2010
2.2.1. The Marikina Government 34-35
2.2.2. The Vision – Mission 36-41
2.2.3. The Structure 41-44
2.2.4. The Functions 44-45
2.2.5. The Operations 46-48
2.3. The Process
2.3.1. The Fernando Clan; Bayani Fernando and Marides Fernando as Public Servants 48-52
2.3.2. The Governance Approaches, Innovations and Projects of the Marikina Government Under the Fernando Administration 52-57
2.4. The Output and Outcome
2.4.1. Awards and Recognitions for Marikina Government from 1992 – 2010 58-59
2.4.2. The Election Results of 2010 60-63
2.5. Evaluation
2.5.1. The Public Administration Theories as the Lens 63-64
2.5.1.1. Theories of Political Control of Bureaucracy 64
2.5.1.2. Theories of Bureaucratic Politics 64-65
2.5.1.3. Public Institutional Theory 65
2.5.1.4. Theories of Public Management 65
2.5.1.5. Post Modern Theory 66
2.5.1.6. Decision Theory 66
2.5.1.7. Rational Choice Theory 67
2.5.1.8. Theories of Governance 67
2.5.2. The Theory of the State 68-69
3.0. The Theoretical and Conceptual Framework of the Study
3.1. The Theoretical Framework
3.1.1. The Systems Theory 69-71
3.1.2. The IPO Model 72-73
3.1.3. The Good Governance Theory 73-74
3.1.4. The Post Modern Theory 74-75
3.1.5. The Management Concepts 75-76
3.1.5.1. Benchmarking 76-77
3.1.5.2. Total Quality Management 77-78
3.2. The Conceptual Framework of the Study: the Eclectic Processes of Governance
3.2.1. The Concept as Used in the Study 79-81
3.2.2. The Study Process Flow Chart 81
3.2.3. The Eclectic Governance Approach and the Study Process Flow Chart Explained 82-84
4.0. The Research Methodology
4.1. The Research Design 84-87
4.2. The Data Collection Techniques
4.2.1. Review and Analysis of Government Agencies’ Documents 87
4.2.2. Key Informant Review 87
4.2.3. Focus Group Discussions 87
4.2.4. Survey 87-88
4.2.5. Direct Observation 88
4.3. Data Analysis 89
4.4. Sampling Techniques 89
Figures:
Figure 1: Comparative Analysis Between the K+6+4+2 (K+!2) = 17 Years versus an alternative called 10+ladderized college + optional graduate courses = 17 Years 26
Figure 2: LGC’s Common Offices Among Cities 42-42
Figure 3: Organizational Structure of the City Government of Marikina 43
Figure 4: Abbreviations of Different Departments of Marikina City Government 44
Figure 6: Election Result in Marikina for National Positions, 2010, as
posted by COMELEC Board of Canvassers 62
Figure 7: Simple System Model. | Source: Littlejohn (1999) 71
Figure 8: A Classical IPO (Input, Process, Output) Diagram 73
Figure 9: Google Results on Deep Search of Topic “Eclectic Approach
To Local Government” 80
Figure 10: The Study Process Flow Chart/Framework 81
Figure 11: Public Administration Theories/ Innovations Matrix 86
Figure 12: Public Administration Theories/Sectoral 87
Exhibits:
Exhibit A: The Globalist Manifesto 90
Exhibit B: Marikina City Hall Departments 91-92
Exhibit C: City Awards and Recognition, 2008 93
Exhibit D: Barangay Statistics 94
Bibliography:
1. Frederickson, H. George and Kevin B. Smith.2003.The Pubic Administration Theory Primer. Colorado: Westview Press.
2. Fernando, Bayani. Disiplina sa Bangketa.MMDA.2006-2009.
3. Gonzalez, Dennis T. The Will to Change. Marikina and Its Innovations. City Government of Marikina and the Ateneo School of Governance.2009.
4. Information Handbook on Community Policing and Police Procedure, City Government of Marikina.2003.p. vi
5. Koolman, Jan.2002. Governing as Governance, London: Sage Publications.
6. Marikina Citizens’ Factbook, A Guide to Key Government Services, Second Edition, 2007.
7. Marikina City, The Past 15 Years.PIO.City Government of Marikina
8. "Philippines : Gov.Ph : About the Philippines :". www.gov.ph. http://www.gov.ph/aboutphil/a10.asp. Retrieved 2009-03-28.
9. http://www.chanrobles.com/republicacts/republicactno8223.html
10. http://www.citymayors.com/mayors/marikina-mayor.html
11. http://dictionary.reference.com/browse/eclectic (August 21, 2010 )
12. http://www.dictionary.reference.com/browse/science
13. http://www.en.academic.ru/dic.nsf/enwiki/634836 August 20, 2010
14. http://www.edmorato.com/public/public/index.php?cat=3&scat=1
15. http://www.en.allexperts.com/q/Marketing-1090/globalization.htm
16. http://www.en.wikipedia.org/wiki/Marikina_City, dated September 5, 2010
17. http://www.en.wikipedia.org/wiki/Presidency_of_Fidel_V._Ramos
18. http://www.en.wikipedia.org/wiki/Presidency_of_Gloria_Macapagal-Arroyo#Economy
19. http://www.esiweb.org/index.php?lang=en&id=82 September 4, 2010
21. http://www.ivythesis.typepad.com/term_paper_topics/2008/01/the-theoretical.html (September 4, 2010 )
22. http://www.internetworldstats.com/stats.htm (August 20, 2010)
23. http://www.lawphil.net/statutes/repacts/ra1991/ra_7160_1991.html
24. http://www.logistics.about.com/od/qualityinthesupplychain/a/TQM.htm
25. http://www.marikenya.com/2010/05/official-election-results-for-national-positions-in-marikina/
26. http://www.marikina.gov.ph/PAGES/cityhalldepts.htm
27. http://www.marikina.gov.ph/PAGES/history.htm August 20, 2010
28. http://www.marikina.gov.ph/PAGES/historyII.htm
29. http://www.marikina.gov.ph/PAGES/orgstuc.htm
30. http://www.pcij.org/blog/wp-docs/Dumogho_LGC_Relevant_Provisions.pdf
31. https://www.sites.google.com/site/marikinanews/
32. http://www.thefreedictionary.com/good
33. http://www.tutor2u.net/business/strategy/benchmarking.htm
1.0. The Research Problem
1.1. Background of the Study
The City of Marikina (Filipino: Lungsod ng Marikina), is known as the Shoe Capital of the Philippines. It has a historical distinction of being the former capital of the province of now City of Manila, at the onset of the declaration of Philippine independence, by Philippine first President, Gen. Emilio Aguinaldo. Marikina belongs to the Eastern Manila District of the four districts of Metro Manila. It is located in the islands of Luzon and is part of the National Capital Region. Marikina is one of the cities and municipalities that composed the Metropolitan Manila Area being administered by the Metro Manila Development Authority (MMDA).
Marikina City is located in the eastern most of Metro Manila, bounded on the west by Quezon City, in the south by Pasig City and Cainta, Rizal, on the east by the capital of Rizal Province, Antipolo and in the north by San Mateo, Rizal. Marikina is only around 21 km away from capital of the Philippines, the City of Manila.
“Marikina was given the title the "Shoe Capital of the Philippines" because of its notable shoe industry. Shoemakers in the city recently finished creating the World's Largest Pair of Shoes and it was only recently that the Guinness World Records recognized this feat. The Shoe Museum located in the city is the home of the famous shoe collection of the former First Lady Imelda Marcos, shoes of the world leaders, past presidents, famous celebrities and persons, shoes of different countries around the world etc., and contains the largest collection of pair of shoes in the world.”[1]
Marikenos (the people of Marikina) are getting the reputation of being much disciplined from among the Filipinos. The city is also recognized as the healthiest and livable city not only in the Philippines but also in the Asia – Pacific. It was also recognized as a business friendly and industrialized from among the cities of Metro Manila. It is considered as one of the wealthiest local government units (LGU) in the country in terms of current assets, cash in bank, share of the internal revenue allotment, gross income and gross net income. Although Marikina is classified as residential, it has spacious park, boulevards, commercial areas, bike lanes and tree – lined streets.
Bayani F. Fernando (BF) and Maria Lourdes C. Fernando (MCF) were mayors of Marikina City, Metro Manila, Philippines, for the last 18 years, from 1992 to 2001 for Bayani and from 2001 to 2010 for Maria Lourdes. To put this paper into the proper context, Marikina started as a town of the Province of Rizal and a series of Mayor, including the father of Bayani Fernando, managed it but with little progress. With the advent of the Local Government Code and with population growth, it qualified into a city and thereby increasing its IRA, and therefore, more funds for basic services. Bayani Fernando has been a successful businessman in the field of construction before joining the public service. He lost once as a municipal councilor and lost again as a mayor. These personal circumstances armed him lessons and gave him drive that forms part of his leadership style.
Public administration, the way it is being done in Marikina City since the time of then City Mayor Bayani F. Fernando, who was also the MMDA Chairman, and up to the previous city mayor, Marides C. Fernando, has caught a lot of attention from public administration practitioners. The city has been reaping several local and international awards. The cleanliness and orderliness of the surroundings around the city is phenomenal. The squatters, the flooding, the anarchy in the sidewalks were all acted upon. Its programs are trailblazing. Oftentimes, you will hear people saying that if things can be done in Marikina, why can’t we do it in other places in the Philippines? In fact, even the Asian Institute of Management’s International Movement of Development Managers is planning to come up with a training module for local leaders on how they can benchmark on Marikina. The proximity of Marikina to Manila and the IRA it gets from the national government as mandated by the Local Government Code are some reasons why Marikina achieved a lot of things. This is one of the intents of this dissertation; to document the way the Fernandos ran Marikina.
What Bayani Fernando started, his wife, Mayor Marides Fernando continued with a certain touch. How do you run a city like Marikina – clean, organized, international acclaimed by World Bank and Konrad Adenuer Foundation, prosperous, peaceful and world class, with its former Mayor one of the leading vice presidential contenders of the country in the 2010 elections and its previous Mayor one of the Top 7 finalists in the World Mayor Award? “Our City Hall is run like a private corporation. We treat our clients as our customers whom we want not only to satisfy but to delight.” – Marikina Mayor Marides Fernando.
Apparently, the public administration theories and concepts that had been applied in Marikina is the right eclectic pick. “Positive proofs of the city's standing in the league of metropolitan cities in the Philippines are the numerous awards and citations that have been bestowed. Marikina was first awarded as The Cleanest and Greenest City not only in Metro Manila but in the entire Philippines. Marikina was the first local government to set in the Hall of Fame in that category awarded by the Philippine government. The most recent and most prestigious award received the city of Marikina was the Most Competitive Metro City in the Philippines from the prestigious Asian Institute of Management (AIM) Policy Research Center, Asia Foundation, International Labour Organization (ILO), German Technical Foundation, and Konrad Adenauer Stiflung, and the Continuing Excellence Award in Local Governance given by the Galing Pook Foundation, DILG, Local Government Authority and the Ford Foundation. Marikina was the first local government in the Philippines that has been honored with the prestigious Global 500 Roll of Honour of the United Nations Environmental Programme (UNEP). Marikina also landed as one of the Healthiest and Livable City in Asia-Pacific region. It won over 150 awards and recognitions, both local and abroad, in a span of just 15 years. Marikina has become an ideal location for industry, business, and commerce; and for residences. Marikina was also one of the host cities of the recent 23rd Southeast Asian Games in the Philippines which held the women's football event at the Marikina Sports Park.
Is the “right eclectic pick” that we have mentioned part of an emerging local governance approach, with Marikina as one of the show cases?
1.2. Eclectic Governance as a Theory and Practice
If we come up with a laundry list of administrative theories the way it was presented by H. George Frederickson of the University of Kansas and Kevin B. Smith of the University of Nebraska in their book “The Public Administration Theory Primer”, it would contain eighth major theories, namely, theories of bureaucratic politics, public institution theories, theories of public management, post modern theories, decision theory, rational choice theory, and the theory of governance.
The implication of this is that a local government official, like a Mayor, has an array of theories to choose from for its day to day and long term governance of his political unit. He can even use the concept and theories from other disciplines outside of public administration, like, management, sociology and engineering.
Since a city like Marikina is a political unit of a state, the Philippines, it follows that Marikina carries the characteristics of a state. Based on Thomas Hobbes Theory of the State, people surrendered part of their freedom to the state (and by extension, to Marikina, represented by its local government officials), subject to the Philippine constitution and laws. The Mayor and its council therefore has the leeway and almost boundless elbow room to govern, and with a lot of management and governance theories to choose from, a Mayor is faced with the dilemma of determining which of the theories and concepts are applicable in his day to day and long term administration. We may call this “application dilemma”. On the other hand at the other extreme, we can call a Mayor is in “ignorance – is - a - bliss dilemma” when he is not aware of different management and public administration theories and has the advantage of being focused using the stroke that he knows best.
The “ignorance – is- a - bliss dilemma” on one hand and the “application dilemma“ on the other hand leads us to this proposition: that there could be a set of mixture or formula , or recipe, of different theories, approaches and concepts from different disciplines that when applied as a collective process to a particular sets of inputs like era, political units, leaders and constituencies - may produce a certain output or outcome that have peculiar characteristics ranging from public acceptance to public condemnation, reward or ridicule, election victory or defeat. These sets of recipe or mixture of theories, concepts and approaches to governance is what we wish to term as the “eclectic approach to local governance”, or simply “eclectic governance”.
An eclectic approach to local governance therefore recognizes the fact the purist set of principles like the Jeffersonian or Wilsonian or Hamiltonian governance, or any zero – sum game theory approach to the array of theories, is never a must or a prescription. Science is defined as “systematic knowledge of the physical or material world gained through observation and experimentation.”[2] If art is defined as “the quality, production, expression, or realm, according to aesthetic principles, of what is beautiful, appealing, or of more than ordinary significance.”[3] By extension of logic, the eclectic approach to local governance is more of an art than of a science, in a sense that it is heavy on the application of a whole array of acquired knowledge of theories, concepts and approaches on circumstantial inputs, towards a certain desired outcome, knowingly or unknowingly, by the duly constituted authority of a certain political unit.
If we define good as “serving the desired purpose or end; suitable”[4], then, eclectic process of local governance can be a good tool of the public servants and leaders if it can be proven that given a set of an eclectic local governance recipe, the purpose of putting food on the table, giving jobs to the unemployed constituencies, and providing services like peace and order, health, and education can be served better.
The eclectic approach may encounter complications along the way because there are so many inputs or circumstances choose to from, so many processes (theories, concepts and approaches) to apply and so many output and outcome to aspire. It will further be complicated by the fact that any society has a lot of lens: government lens, business lens and civil society lens. What is good for one lens may not be good to the other.
Given these complications, it is maybe imperative to use specific cases of local government units (LGUs) and take each case as a peculiar “gem of recipe” where other LGUs who might be similarly situated may take lessons from.
For the sake of building up the literatures of the eclectic process of local governance, let the case of Marikina be one of the pioneering recipe, so to speak, with other cases about to be written in the future, to add up to the literature of the eclectic approaches to local governance within the ambit of the public administration.
1.3. Statement of the Problem
Confronted with so many public administration, management and sociological theories, it would be to the benefit of the discipline of public administration if there could be an array of cases of LGUs in different era that could showcase peculiar recipe of theories, concepts and approaches given a certain set of inputs and projected outputs and outcomes. These collections of peculiar cases which within itself are eclectic in nature in terms of academic discipline could become models or exhibits from where to pick lessons from. They may show samples of best practices or situational and homegrown approaches.
Men are political animals; they are learning specie which differentiates them from the lower form of animals. Learning implies accumulation and application of knowledge. With the advent of worldwide web, the world has literally shrunk or has gone flat. The dilemma of modern LGU leaders is more on deciding what theories, concepts and approaches to apply in a certain situation, in his day to day and long term governance and administration of LGUs. This dilemma and the particular responses to this dilemma can be shown in this paper as one of the array of cases that might show eclectic local governance in action.
This study will attempt to document and analyze the input (external and internal environment), the processes used (projects, innovations, and leadership style), output/outcome (acceptance, rejection, perception and recognition) of the stakeholders of a certain LGU, in this case Marikina under the Fernando Administrations.
This study will seek to answer the following problems:
1. What are the public administration theories and concepts that knowingly or unknowingly might have been used that led to the output or outcome that manifested by the end of the Fernando Administration?
2. What are the perceptions of the stakeholders on the innovations initiated by the Fernando Administration?
3. What could be the pattern that were created, if any, when the input, process and output/outcome that were shaped in the local governance of Marikina during the era described as the Fernando Administration were put together, using the public administration theories as the basis of evaluation and lens?
4. What were the peculiar circumstances of the global, national era and local circumstances of 1992 – 2010 that might have influence the other internal inputs, output and outcome of the Fernando administration?
5. What are the characteristics and history of the Fernando Clan, Mayor Gil Fernando (the father of Mayor Bayani Fernando), Mayor Bayani Fernando and Mayor Marides Fernando that could shed lights on what processes (theories, concepts, approaches and innovations) they have implemented?
6. What was in Marikina, its people, its history, and its culture that made them react in a certain way to the Fernando Administration?
7. What is the Local Government Code (LGC) and its effect on the processes, outputs and outcomes in the Fernando Administration.
8. What are the international, national and local laws, agreements and legislations that helped shaped Marikina to what it has become by the end of the Fernando Administration?
9. What was the structure of the national and local government during the era of the Fernando Administration that might have helped shape the output and the outcome of the administration?
1.4. Objectives of the Study
The main objective of the study is to assess and analyze the Fernando Administration using the systems theory and input – process – output (IPO) model of the inputs, the processes and the outcomes, with public administration theories as the lens from where the Marikina City government during the era of the Fernando Administration will be evaluated, hoping to see some discernable patterns, one of which is a probable “eclectic approach to local governance”, among others.
The specific objectives of the study are:
1. To identify and assess the different innovations, projects and the leadership approaches of the Fernandos that might be clustered as the processes in the IPO Model that resulted into a certain outcome.
2. To identify the different public administration theories, concepts and approaches as well as good governance theories and use those as the lens in the evaluation of the systemic relationship of the inputs, processes and outcomes/output, together with the result of the field surveys and interviews that may collectively capture the essence of the Marikina City government under the Fernando Administration.
3. To identify the perceptions of different sectors in the city such as the general public, city hall employees, the opposition and the elected officials as regards the Marikina City government during Fernando Administration which will constitute as part of the output in the IPO model.
4. To identify the relevant external environment inputs such international development, national laws and local developments that may have influenced Marikina City government during the Fernando Administration in one way or another, the processes it went into and the output and outcome of these processes that may provide for discernable patterns that can be evaluated using the lens public administration and good governance theories.
5. To assess 2010 Election Results in Marikina, both the national and local and its implication with the judgment of the people of Marikina on the performance of the Marikina City government under the Fernando Administration, thereby making it as part of the output in the processing of the internal and the external inputs.
6. To document the different external awards and recognitions that the Marikina City government under the Fernando Administration garnered with an end view of making it as part of the output in the processing of the different input using the IPO model and relate them with the surveyed perceptions and implications of the electoral messages of the internal constituencies.
7. To document the history, characteristics of the people and challenges in Marikina during the incumbency of the Marikina City government at the era of the Fernando Administration with a view of making them as part of the inputs to the IPO Model of analysis that may contribute in some degree to some conclusions after subjecting the process and the output/outcome to the evaluation lens of public administration and good governance theories.
1.5. Significance of the Study
The "Local Government Code of 1991" (R.A.7161) provided greater autonomy to the local government units, including bigger budget through the internal revenue allotment. With this new found autonomy is the call for local government unit (LGUs) to be more responsive to the needs of it constituents. This paper wishes to present a complete showroom on how an LGU was able to capitalize on the benefits made possible by the LGC.
A lot of criticisms had been thrown on the academicians, “such as those who know practice and those who don’t know, teach”. The gap between the theory and practice seems to widen as time goes on. This study will show that theories, concepts and approaches that we only see in textbooks can be partners of the local leaders in their day to day and long term governance of their LGUs.
The more I study, the more I learn. The more I learn, the more I am confused. The dilemma of knowing a lot but not knowing which of what you know applies to a given governance situation could be a real public administration problem. This study will rationalize this dilemma. Specifically, in the advancement of public administration as a discipline, it is expected that writers, thinkers and educators will come out with a lot of literatures on public administration which makes the discipline unwieldy in terms of trying to marry the theory and practice. One of the rationales of this paper is to be able to show that with an eclectic approach to local governance, governance has skewed more to the level of art. The paper hopes to show that an eclectic combination of public administration theories, concepts and approaches taken directly from the books or somewhere else, and, had been tried in the area of praxis, may turn out to be good or bad defending on the circumstantial inputs, processes, inputs and outcome.
The study will also be very heavy on the used of the worldwide web to show to the academic community that even a used – to – be – pedestal endeavor like dissertation writing can be as modern as can be, and can use recent and emerging technologies thereby making them healthy partners in academic pursuits.
The findings of this study, the lessons and the learning it may put forward may enhance the literature in public administration academic discipline in the field of local governance approaches and thereby contributing to the enrichment of the discipline by way of coming out with a grounded conclusions ,concepts and approaches . The LGUs can have a particular benchmarking model through this case and it may lead to a conclusion that any LGU can be subjected to a system theory/IPO Model of analysis, like what we did in this paper, and may come out with its brand of lessons learned and conclusions. This paper may not be totally replicable in a particular LGU, but the way Systems Theory and IPO Model was used could be institutionalize as one of the ways to analyze a local government of a certain era of an LGU and therefore can lead into a sub discipline of comparing and contrasting different eras within a given LGU or different LGUs within the same era, thereby contributing to the enrichment of the study of local government in the realm of public administration.
1.6. Scope and limitations of the Study
This study delimits itself to the Marikina City government during the Fernando Administration from 1992 – 2010. The author believes that together with the review of the literatures, the surveys and interviews that constitute the field works for primary data, subjected to a theoretical framework of analysis that forces the author to think in Systems Theory and IPO Model may be enough to elucidate on the evolving grounded conclusions, one of which is probable surfacing of an “eclectic approach to local governance” as one of so many approaches the public administration academic discipline may come out in the course of time.
The study will use secondary data gathered from reports such annual reports, state of the city addresses and other official publications. The study will also rely heavily on the worldwide web. Other related national government publications on important and related laws will also be worked on.
Primary data from surveys and interviews will also be used but due to financial constraints, the number of respondents will also be limited. The paper also put into consideration the fact that the willingness and reliability of responses of the respondents will depend largely on them. However, the researcher will do his best to probe the reliability of their responses.
2.0. Review of the Related Literatures
2.1. The Input: The External Environment from 1992 – 2010
2.1.1. The Global Era
The global era from which the Fernando Administration happened can be described as full of extra ordinary events. On January 20, 1993, Bill Clinton is elected president. Four years later on August 31, 1997, Princess Diana died. On January 17, 1998, news of the Lewinsky scandal first breaks which led to the impeachment charge of a sitting US president. On April 20, 1999, the Columbine High School massacre happens and on December 31, 1999/January 1, 2000, the clocks passed into 2000 without being disrupted by the Y2K computer virus. On January 20, 2001, George W. Bush is elected president and on September 11, 2001, the 9/11 attacks on the World Trade Center and the Pentagon happened. On March 20, 2003, the Iraq War begins. On August 23 - 30, 2005, Hurricane Katrina forms and causes great damage to New Orleans exposing the weakness of the USA. On April 11, 2006, Iran president Mahmoud Ahmadinejad, in defiance to the UN Security Council announces that Iran has enriched uranium. U.N. Security Council bans the Iranian import and export of materials and technology used to enrich uranium. On July 4, 2006, North Korea test fires missiles over the Sea of Japan and on October 9, explodes a nuclear device in a North Korean mountain. The U.N. Security Council bans the sale of materials to North Korea that could be used to manufacture weapons. On February 19, 2006, Cuban president Fidel Castro, handed power to his brother Raúl in after 49 years in power. On March 2, 2008, Dmitri A. Medvedev, a former aide to Russian president Vladimir Putin, won the presidential elections via landslide. Putin will later serve as Medvedev's prime minister. On January 2009, President Barack Obama and Vice President Joe Biden were sworn into office. Obama, a son of Kenyan father and an American mother, makes history as the first African-American president. Later in December, he announced that the U.S., China, India, Brazil, and South Africa agreed to combat global warming and set a goal of limiting the global temperature rise to 2 degrees Celsius above pre industrial levels by 2050. The era is also characterized by the strengthening of the globalism as an ideology which at the peak is advocating for the formation of the world government. “Globalization refers to a process of increasing integration between units around the world, including nation-states, households/individuals corporations and other organizations. It is an umbrella term, covering economic, trade, social, technological, cultural and political aspects, and is the opposite of deglobalization. Today, a proactive form of globalization is emerging, spawning from a drive by international corporations to loosen trade restrictions. It is the global financial firms that have been the most eager proponents of this expansion. A group of advocates from different parts of the world had been pushing for an integrated global society as envisioned in The Globalist Manifesto (see Exhibit A for the complete text of the manifesto) which is the foundation of globalism ideology.”[5] On 9 November 1989, the Berlin Wall collapses, this seem to be signal of a tide that will eventually lead to the fall of the communism as an ideology and the rise of a new ideology, globalism. The USSR will eventually abandon the Marxist ideology and curved a new country with a democratic system.
2.1.2. The Philippine Era
2.1.2.1. The Political Development
Bayani Fernando first won under the party Lakas Tao of President Fidel V. Ramos, the 12th President of the Philippines (1992-1998), who is “ remembered for steadfastly promoting the principles of peopleempowerment and global competitiveness. He quickly led the nation out of darkness in 1993, putting an end to the power crisis that crippled Filipino homes and industries for two years. He pursued, focused and converged programs to fight poverty in accordance with the will of the Filipino people expressed by 229 structural/reform laws enacted by Congress during his term.”[6] Ramos solved the energy crisis by giving guarantee to the energy producer that the government would buy whatever power the IPPs produced under the contract in U.S. dollars. During the East Asian Financial Crisis, the demand for electricity went down, and the Philippine peso lost half of its value which made the Philippine price of electricity to become the second-highest in Asia, after Japan. He also pioneered the Build-Operate-Transfer (BOT) scheme where private investors build government projects, charge the users, and return the operation to the government after some time. He returned the death penalty and made deals with the Muslim separatists, negotiated with the communist and made the membership to the communist party legal. He strengthened the agrarian reforms and advocated a change to parliamentary system. He started privatization, reformed the tax system and initiated debt restructuring. The GNP grew by 7.2 in 1996 and GDP by 5.2. Inflation dropped to 5.9 from a high of 9.1 in 1995. Our growth is comparable with other Asian countries like Taiwan, Malaysia and South Korea, before the Asian Financial Crisis. He was also haunted by several scandals, notably: Clark Centennial Expo Scandal, PEA-Amari Scandal, and Philippine Centennial Celebrations.
Joseph "Erap" Estrada was born Jose Marcelo Ejercito on 19 April 1937) and became the 13th President of the Philippines, from 1998 until 2001 and was the only president to have resigned from office. He won via landslide, initiated an all out war with the Muslims rebels, overrunning its main camp, but he was charged with corruption after an impeachment proceeding which forced him to resign, and was later charged in court and was eventually sentenced with reclusion perpetua. He was later pardoned. His short – lived term starts in the “Asian Financial Crisis and with agricultural problems due to poor weather conditions, thereby slowing the economic growth to -0.6% in 1998 from a 5.2% in 1997.The economy recovered by 3.4% in 1999 and 4% in 2000.”[7] He failed to capitalize on the gain of the Ramos administration, and was widely believe to be corrupt and incompetent. Before the end of his term, the fiscal deficit went up to a high of 100 billion pesos from a low of 49 billion in 1998. The idealistic members and officers of his party, Partido ng Masang Pilipino (PMP) resigned and accused him of abandoning the ideals of the party in favor of his in – laws from seven extra marital affairs, personal friends and Ateneo classmates. This abandonment was shown with the fact that when the EDSA Dos crowd stormed Malacanan, only around 200 Marcos Loyalists led by Atty. Oliver Lozano was there, supposed to be to defend Erap. (The author was the President of the PMP Chairmen’s Forum then, an association of PMP city and municipal chairmen and one of those who earlier resigned out of frustration. Despite that he had long been resigned formally, he was still invited to a meeting in a big restaurant in San Juan led by San Miguel Corporation member of the board Allan Lee and was requested to preside a session to lead a mobilization in defense of Erap. Being deeply frustrated and disgusted, the author conducted the mobilization session in a way that the warm bodies will not be motivated to come by basically intentionally raising the monetary expectations of the PMP city and municipal chairmen and coordinators and by putting those favorite friends of Erap who were present on that meeting - who were placed on juicy positions- on the tight spots by having them to respond immediately on the “intentionally bloated” mobilization budget. Some of Eraps favorite and pampered friends, as intended, ended up saying things that the audience did not expect to hear, like, “let us be prepared to sacrifice by asking people to join us free for Erap”, etc… After the meeting, the author regrouped some of his trusted colleagues in the PMP Chairmen’s Forum in a place nearby and they ended up laughing because a lot of them already knew where the author was leading to when he took the podium and presided the portion of that meeting while ago. One may consider it sabotage on Erap, but, the author considers that as his contribution to our national interest. This incident is an indication how Erap has lost control of his original forces on those dying days of his administration.)
Estrada was forced from office by the EDSA Revolution of 2001, Maria Gloria Macapagal-Arroyo, often referred to as PGMA (born April 5, 1947) was sworn into the presidency by Chief Justice Hilario Davide, Jr. on January 20, 2001 and was elected to a full six-year presidential term in the controversial May 2004 Philippine elections, and was sworn into on June 30, 2004 until 2010. The Oakwood mutiny on July 27, 2003 wished to voice to the Filipino people some alleged corruptions of the Gloria Macapagal-Arroyo administration and some signs suggesting that the President was going to declare martial law. Several impeachment attempts were tried against her on several grounds but she expertly survived them by using government resources and her ruling political party. On February 24, 2006, Gen. Danny Lim led a plot to take over the government but was uncovered by authorities. General Lim and his men were arrested. PGMA declared a state of emergency throughout the Philippines. She is also known as spearheading a constitutional change which will shift the Philippine government form the US - style unitary presidential republic with bicameral legislature into a federal parliamentary government with a unicameral legislature. While she began her presidency in 2001 with a net satisfaction rating of +24, she ended it with net satisfaction rating of as low as -32 in the first quarter of 2009.Based on some debatable official (National Economic and Development Authority) figures, the gross domestic product has averaged 5.0% during the Arroyo presidency from 2001 to early 2008, a relatively higher than the previous presidencies, debatable, because a UN study shows a worsening poverty level in the country. “Annual inflation reached the 17-year high of 12.5 percent in August 2008, up from a record low of 2.8 percent registered in 2007. It eased to 8.8 percent in December 2008 as fuel and energy prices went down. The managing director of the World Bank, Juan Jose Daboub, criticized the administration for not doing enough to curb corruption. Early in her presidency, Arroyo implemented a controversial policy of holiday economics, adjusting holidays to form longer weekends with the purpose of boosting domestic tourism and allowing Filipinos more time with their families.”[8] President Gloria Macapagal-Arroyo signed Amnesty Proclamation 1377 for members of the Communist Party of the Philippines , New People's Army and the National Democratic Front on September 5, 2007. Her administration was involved into several controversies like the Fertilizer Fund Scam, Hello Garci Controversy, National Broadband Network Scandal, among others. From a powerful clan tied to President Gloria Macapagal Arroyo; Andal Ampatuan Jr., the son of the current governor of Maguindanao and the prime suspect in the murder, turned himself in for what is known as the Maguindanao Massacre.
There is an experiential observation that this era in the Philippine history is characterized by some foreign countries, using a bunch of well – placed local cohorts (traitors) and some well meaning but totally misled “matatalinong bobo” (using their education and glib to articulate an anti – poor or impractical or non patriotic stand), trying to do a “beggar your neighbor policy against the Philippines”. This is shown by tolerated corruptions and unproductive bilateral and multilateral foreign loans that are dangled on the Philippines, accompanied by questionable conditionalities. Another example of this is when somebody close to President Gloria Macapagal Arroyo sold the profitable power transmission company to a private sector in tie – up with the Chinese government and retained to the government those that are not profitable. Another example is when Philippine official missions to WTO decrease the tariff of some foreign product coming into the Philippines way below the international expectations, thereby losing potential incomes for the government and sacrificing some of our industries. This is in the same spirit, a continuation of some advocacies of some “nationalist” or “matatalinong bobo” Filipinos in the past to drop English as a language of instructions in schools and replace it with Tagalog and at the extreme, local dialects. Result: we are giving away our competitive advantage in the global scene and surely, that proposal did not add more food on the table of Filipino families. A recent attempt to increase the drop out rate, decrease the number of college graduates and make education expensive was launched by an Asian Institute of Management – connected shadowy group who are advocating for an additional three years (12 + K) or to be precise (K+6+4+2), before a Filipino can get a high school diploma. The group is so well placed, well financed and well entrenched that they are able to put their advocacy on the education campaign platform of then presidential candidate Noynoy Aquino who eventually won, on the pretext that it was the platform of then Vice Presidential running Mar Roxas, which is after all partly true, because they are also the group that lobbied them to then Sen. Mar Roxas, who was handling the Senate Education Committee and who seen to be clueless about the anti – poor issue implication of the proposal that he accepted it as his own advocacy. The group was also able to insert it in the State of the Nation Address of President Noynoy Aquino. Below is the comparative analysis of 12+K versus the present system with minor innovations:
Figure 1: Comparative Analysis Between the K+6+4+2 (K+!2) = 17 Years versus an alternative called 10+ladderized college + optional graduate courses = 17 Years
Mar Roxas eventually lost to a pro – poor candidate Mayor Jojo Binay of Makati and one of the reasons of the Roxas defeat was his open advocacy for 12 + K which put him as blatantly anti – poor. Up to now, he can not still erase that anti – poor image and is again threatening his bid for the presidency in 2016.
There is also a constant threat of constitutional change which has a regularly occurring destabilizing effect. The direction of change is even debatable: why can’t we just perfect the present US – style presidential system by electing senators by region, rebirthing back to the more stable two – party system and finance the political process. Instead, a parliamentary – federal system is being pushed? The country seem to have forgotten that when the Philippines was number 2 to Japan, economically in the 50’s, our political system then approximates a pure presidential system, US – style.
As more and more countries are suffering from a declining population growth and an ageing population, hence are putting money to increase their population growth rate, some foreign - inspired and well funded local advocates in the Philippines are pushing for government – funded population growth rate reduction program among Filipinos, being hidden in the terms “reproductive health” or “maternal health”, “HIV Aids prevention”, “women’s right”, etc. despite the fact that our population growth rate is now going down, as some statistical studies point out. This has a destabilizing effect because the influential Roman Catholic Church where majority of the Filipinos belong is openly against it. Who will feel bad to see a growing throng of vibrant young Filipinos full of dreams and love for family and nation; and are able to finish a college degree early because of our 10 – year- basic- cheap- education, and who are ready to implement the “Filipino diaspora” worldwide in the world where a new ideology, globalism, is slowly emerging?
2.1.2.2. The Local Government Code
The Local Government Code (LGC) was enacted in 1991 to basically establish the system and powers of barangay, municipal, city and provincial governments in the Philippines, serving as the governing law on local governments. It also empowers local government units to enact local tax measures, including real property taxes and assures the local governments some share in the national internal revenue allocation.
Specifically, the LGC “shall provide for a more responsive and accountable local government structure instituted through a system of decentralization with effective mechanisms of recall, initiative, and referendum, allocate among the different local government units their powers, responsibilities, and resources, and provide for the qualifications, election, appointment and removal, term, salaries, powers and functions and duties of local officials, and all other matters relating to the organization and operation of local units."[9] Article X of the 1987 Constitution, which is about Local Government, is the constitutional basis of the LGC.
According to Professor Prospero De Vera of NCPAG, one does not have to memorize the LGC page by page. What is important is you know which of the books of LGC you need to go to when you need some information. The Book 1 speaks of the General Provisions (Sections 1 to 127), Book 2 is about Local Taxation and Fiscal Matters (Sections 128 to 383), Book 3 is about Local Government Units (Sections 384 to 510) and Book 4 talks about Miscellaneous and Final Provisions (Sections 511 to 536).
Out of 536 sections, there are selected provisions that have greater relevance than the others. The code enumerated devolved basic services in the area of health and social services, environmental management, agriculture, infrastructure and tourism. There are also devolved regulatory functions such as regulation of the real state trade, licensing of cockpits, inspection of food products such as meat, fruits, poultry, milk, fish vegetables and other food stuffs, adoption of quarantine regulations, enforcement of the national building code, regulations of tricycle operations. The LGC also granted the local government units leeway to design their own structures and appoint some officials that are paid for by the local government. “Every local government unit shall design and implement its own organizational structure and staffing pattern taking into consideration its service requirements and financial capability, subject to the minimum standards and guidelines prescribed by the Civil Service Commission”[10].
Section 284 of the LGC of 1991 provided for the allotment of the national internal revenue taxes as follows: 30% for the first year of the affectivity of the code; 35% for the second year; and 40% on the third year.
Section 285 of the code had provided for the allocation to local government unit as follows: 23% for the provinces; 23% for the cities; 34% for the municipalities and 20% for the barangays. The specific share, excluding that of the barangays, is dependent on population by 50%, land area by 25% and equal sharing by 25%.
There are basically three sources of revenue of LGU, namely; from the national government – internal revenue allotment, share from taxes, fees and charges collected from development and utilization of national wealth, other rants and subsidies and debt relief programs. From locally generated revenues – real property tax, business taxes, other local taxes, regulatory fees, operations of local economic enterprises, tolls, and other charges. The other sources will come from sales, lease of assets, credits and BOT – BT schemes.
2.1.3. The Marikina Local Scene
2.1.3.1. History of Marikina
According to local historian Servando de los Angeles, Marikina is a part of the kingdom of Lakan Dula and the firsts settlers of Marikina are the descendants of Lakan Dula, the pre – hispanic King of Manila based in Intramuros and Tondo, Manila. In the height of the Spanish prosecution of the native aristocracy, Lakan Dula sent his descendants to far away lands within the sea and river routes. One of the lands where the descendants settled is in Jesus de la Pena at the bank of Marikina River. This was corroborated by other articles which say that “in 1587 Magat Salamat, one of the children of Lakan Dula, and Augustin de Legazpi, Lakan Dula's nephew, and the chiefs of modern Tondo, Pandacn, Marikina, Candaba, Navotas and Bulacan were executed for secretly conspiring to revolt against the Spanish settlements.”[11] In 1630, the Jesuits came to Marikina and by 1687, the pueblo became a parish known as Mariquina (Americans change it to its present name Marikina). The Marikina Valley became well known for agricultural products. Later, it became the country’s leading hacienda at that time owned by the Jesuits and later bought by a Tuason in a public auction when the Jesuit were expelled in the Philippines by the crown in 1768. Christianity in Marikina took root at the very place were the Lakan Dula descendants settled where the very first chapel of the city was built in 1630 by the Jesuit Missionaries. “The Marikina riverbanks had also long been settled by river-dwellers or taga-ilog (where the word Tagalog came from). They were the natives whom the Augustinian friars referred to when they explored the areas along the Marikina riverbanks in 1570s and discovered a cluster of huts around a spring (later called Chorillo and today as Barangka).”[12] Today, several clans of Marikina are trying to reconnect to their Lakan Dula roots. Marikina therefore seems to have enjoyed a long peace and prosperity which dates back from the pre – Hispanic era, courtesy of fertile valley cut across by a well endowed river. This continuous prosperity might have contributed to the present characteristics of Marikenos – confident, easy, enterprising and politically conservative.
There are at least four legends as to where the name Marikina came from. Trinidad H. Pardo de Tavera said that the name was after Captain Berenguer de Marquina who was once a chief executive of the town before it became a pueblo in 1787. Another version says that the Jesuits named the town after their hometown in Spain, a town along the Charmaga River called Mariquina. Another version says that the name came from beautiful and kind woman, Maria Quina, whose fame had spread all over the land. Finally, some says that it came from "Marikit-na" (beautiful now.)
In 1787, Marikina officially became a town and elected its first gobernadorcillo, Don Benito Mendoza. Thirty-four gobernadorcillos succeeded him in that post until 1821. Then, a long line of 75 town executives called alcalde or capitan were elected until the outbreak of the revolution in 1896. When the Philippine Independence on June 12, 1898 was proclaimed in Kawit, Cavite by President Emilio Aguinaldo, Marikina and other towns comprising the Province of Morong (now Rizal) and Manila signed the act of Independence. President Aguinaldo appointed provincial Don Ambrosio Flores as the Governor of Manila province and designated Marikina as its capital.
After the Filipino-American war, the Americans appointed Vicente Gomez as presidente of Marikina in 1900 who was tasked to convince the people to swear allegiance to the United States.
Morong separated from Manila June 11, 1901 with Pasig as capital and Marikina as one of its towns. Gen. Ambrosio Flores became the governor, while Vicente Gomez, Sr., became the presidente of Marikina from 1902-1903. A total of 11 Marikenos became presidente of the town until the Japanese invasion in 1941.Some Marikeños joined the provincial and national government before and after World War II. Catalino Cruz and Nicanor Roxas also served as members of the provincial board; Roxas became the provincial governor during the Japanese occupation. In 1934 Emilio de la Paz was elected representative of the second district of Rizal to the first national assembly and was reelected in 1938 and in 1949. Emilio was the brother of Wenceslao de la Paz who served as town presidente from 1929 to 1937 and the father of Emelito de la Paz who was an assemblyman to the Batasang Pambansa in 1984. Serafin Salvador took the seat of Emilio de la Paz from 1954-57 and later joined the cabinet of President Carlos P. Garcia.
In 1938, Dr. Juan Chanyungco was elected presidente but the Japanese arrived in 1942. Chanyungco stayed as town executive until 1944 when he was arrested by Japanese upon the tip of a makapili (traitor). In 1945, the civil government under Pres. Sergio Osmeña was restored and Enrique de la Paz, a nephew of Congressman Emilio de la Paz was appointed Mayor. In 1946, Pres. Manuel A. Roxas appointed Gil Fernando, a Liberal Party mate, as the mayor of Marikina, and was elected mayor in 1947 serving until 1951, until Dr. Juan Chanyungco came back from 1951 to 1955. Fernando was reelected from 1956 to 1959 until Osmundo de Guzman was elected in 1960 and remained mayor until his death in February 1986, just few days before the outbreak of the EDSA Revolution. His 26 years in office were the longest for any Marikina town mayor that included the martial law years which began in 1972. There were no local elections from 1975 to 1980.
The Metro Manila Commission was created in June 1975 under Presidential Decree No. 824 which integrated four cities and 13 towns, majority of which were from the Province of Rizal, including Marikina. After the death of De Guzman, his Vice Mayor, Teofisto Santos served as an OIC Mayor for a little more than a month until he was ousted by the revolutionary government under President Corazon C. Aquino and Dr. Rodolfo Valentino, then a municipal councilor, was installed officer – in- charge until 1988 when he was elected mayor. Valentino served up to 1992 when Engr. Bayani Fernando defeated him. (In the 1992 elections, the author was the official candidate for Mayor of the Partido ng Masang Pilipino, at the age of 31, the youngest official candidate for a mayor in Marikina’s history). “In 1992, the city found a new direction under the dynamic leadership of Mayor Bayani Fernando (who also became, Chairman of the Metropolitan Manila Development Authority). By dint of hard work and discipline, guided by the vision of a modern, livable city, Marikina has since been transformed into the beautiful and industrialized urban city that it is now. On December 8, 1996, the municipality of Marikina became a chartered city and transformed rapidly into a highly urbanized and first class city by virtue of Republic Act No. 8223, same date as the Feast of Immaculate Conception.”[13]
Mayor Fernando was reelected in 1995 and again in 1998. He was succeeded by his wife Marides Carlos Fernando as mayor following a constitutional ban on Bayani for running after serving a mandatory three terms. Mayor Marides was reelected for three terms also maximizing the reelection ban up to 2010.
Rep. Del de Guzman of the Liberal Party won the election in 2010 defeating the hand picked candidate of the Fernando’s, Vice Mayor Marion Andres.
2.1.3.2. The City Charter and Laws Redistricting Marikina
The “REPUBLIC ACT NO. 8223 - AN ACT CONVERTING THE MUNICIPALITY OF MARIKINA INTO A HIGHLY URBANIZED CITY TO BE KNOWN AS THE CITY OF MARIKINA”.[14] The Section 2 of this act states that it is transforming the Municipality of Marikina into a highly urbanized city to be known as the City of Marikina comprising the present territory of the Municipality of Marikina in the Metropolitan Manila Area. The law was filed by former Marikina Congressman Romeo C. Candazo who surprisingly campaigned for its rejection during the plebiscite, to basically delay its passage and prevent the Fernando Administration from getting a windfall of internal revenue allotment. The city charter provided for the detailed structure of the executive and legislative offices in the city, including the responsibilities of officers and employees. Candazo never win any elective post again after finishing his terms as a congressman.
Rep. Del de Guzman, the next Congressman after Candazo, amended the charter through Republic Act 9364 known as an Act Amending Sections 10 and 53 of the Republic Act No 8223, otherwise known as the Charter of the City of Marikina. The amendment specifically calls for the creation of two congressional districts of Marikina.
The Local Government Code of 1991 (Republic Act 7160) defines a Highly Urbanized City as those with a minimum population of two hundred thousand (200,000) inhabitants, as certified by the National Statistics Office; and with the latest annual income of at least Fifty Million Pesos (P50,000,000.00) based on 1991 constant prices, as certified by the City Treasurer. There are currently 33 highly urbanized cities in the Philippines, 16 of them located in Metro Manila and one of them is Marikina.
Based on Department of Finance Department Order No.23-08 Effective July 29, 2008, cities are classified according to their average annual income, as follows: First P 400 M or more, Second P 320 M or more but less than P 400 M, Third P 240 M or more but less than P 320 M, Fourth P 160 M or more but less than P 240 M, Fifth P 80 M or more but less than P 160 M and, Sixth Below P 80 M.
2.2. The Input: The Internal Environment from 1992 – 2010
2.2.1. The Marikina Government
It is observed that the Marikina City Hall is one of the cleanest and most beautiful city halls in Metro Manila with its state of the art facilities and glass walls design. The main hall where the Office of the Mayor is found is surrounded by many city government agencies and offices; with spacious parks, plenty of parking area, monuments and open areas, with its strategic location in the heart of the city, the barangay Sta. Elena, one of the smallest barangays of the city but has been its historical capitol. Another building is where the Vice Mayor holds office, the Justice Hall Building which is the extension to the main city hall. The Marikina City Hall offers lots of services, one of them is the e-government services which is offered for the people of Marikina for free. Another feature is the emergency hotline, Marikina Rescue 161, which is very responsive and coordinates needs of those who call, for the exclusive to the residents of Marikina.
Marikina City government is led by a Mayor and Vice Mayor elected to three-year terms as mandated in the Local Government Code. The Mayor is the chief executive and administers the city's departments on day to day basis in executing the city programs, ordinances and activities that are basically aim in improving public services. The Vice Mayor heads the legislative council composed of different councilors from both districts, including that of Sangguniang Kabataan President and the President of the Association of Barangay Captains. The Marikina City is divided into 2 congressional districts, Districts 1 and 2, where each districts is represented by a duly elected congressman in the House of Representatives of the Philippines
Marikina City is now divided into 16 barangays headed by a duly elected Barangay Chairmen and his Council, together with the Chairman of the Sangguniang Kabataan and his Council. These barangays are then grouped into 2 geographical districts, as per Republic Act No. 9364 authored by now mayor Del R. De Guzman. The District 1 is on the southwest side of Marikina River and the whole south of Marikina City, and District 2 occupies the northwest (Loyola Grand Villas) side of Marikina River and as well as the whole northern and eastern part of Marikina City. District 2 is considered as the bigger district in terms of land area.
The complete list of elected officials of Marikina is in Figure 5: Official Results of the 2010 Elections in Marikina City is on pages 61-62, while the whole organizational structure is on Figure 3: Organizational Structure of the City Government of Marikina on page 43. The list of the different departments of the Marikina City Government is on Figure 4: Abbreviations of Different Departments of Marikina City Government on page 44.
2.2.2. The Vision – Mission
To give justice to the Marikina City Government during the Fernando Administration, we are presenting here verbatim and unedited their vision – mission. Tinkering with it or presenting it differently may lose its intended meaning.
The vision is a dream; a sense of where does the organization wants to go. A mission is the way to go to the dream; a sense of: what are we going to do.
“Vision:
Marikina : “A Little Singapore”, bustling in holistic progress, a vibrant community where the citizens have pride of place, pride of self and mutual concern for the common good
Marikina has chosen Singapore as its benchmark for a variety of reasons, foremost of which are its noteworthy attributes of:
DISCIPLINE
SELF-SUFFICIENCY
EFFECTIVE GOVERNANCE
WORK ETHICS
ENVIRONMENTAL SOUNDNESS
ECONOMIC DYNAMISM, and a
CORRUPT-FREE GOVERNMENT
Mission:
Specifically, the city seeks to make itself
A place for living
A place for work and business
A place for history
A place for socializing
A place for entertainment
A place for arts, culture, tourism and sports
A place for education
A place for religion
In a nut-shell, Marikina hopes to imbue itself with elements that will transform it into a little Singapore. Efforts, however, shall be geared primarily towards poverty reduction for it is the alleviation of urban blight which determines the efficacy of local governance.
While programs and strategies are multifarious and encompassing, they are basically poverty-focused. Eradication of poverty is, thus, the focal point of everything that the city sets out to do in the long term.
BASIC ELEMENTS
Marikina takes an integrated approach in pursuit of its vision. This includes the following:
Ensuring good access between and among different areas of the city.
It is said that the key word in urban governance is access. Access to work, residence, transportation system, recreation centers and others.
Defining Space
Land uses are reasonable and clearly defined to allow judicious, practical and maximum use of the city's limited land resource. This has been addressed in the city's newly approved Zoning Ordinance and Comprehensive Land Use Plan.
Making memorable spaces
There are areas identified, designated or maintained as areas of identity. This includes cultural and historical zone, Dutch Olandes, among others.
Using the city's physical setting to its best advantage. Marikina is strategically located - - it is in the heart of Metro Manila and a gateway to Rizal. These are some of its strategic advantages which the city uses to the hilt.
KEY PROGRAMS
More Access
There shall be new roads and transport facilities for greater citywide mobility and accessibility.
A network of bike lanes -- which shall connect schools, factories and government institutions have already started, thanks to the financial grant of the World Bank. Once fully operational, we expect a great number of commuting public moving around the city on bicycles.
Mobility of people and business shall be further enhanced by the construction of the Metro Manila Urban Transport Integration Project (MMUTRIP). This shall involve street-level interchange for buses, jeepneys and LRT lines. It shall primarily improve transport access in outer areas east of Marikina.
More choices for playground and recreation
There shall be more playgrounds, green spaces and recreational centers all over the city to provide people relief from the dense of urban living. More recreational and sports activities where people can participate in are being introduced.
Distinctive historical and Heritage Zone
While continuing to cast an eye to the future, the city also realizes the need to preserve its rich architectural and cultural heritage. There are buildings identified for conservation. Character and ambiance of historic buildings shall be enhanced while retaining their spatial quality.
Greening the City
Greening is not just planting trees. It is about planting the correct trees - - strategically positioned shrubs, trees and flowers to soften and add color to our surroundings. Lush greenery shall provide natural barrier between pedestrians and traffic as well as shield people from sun and dust and, thus make walking pleasurable. The city shall continue without let-up its tree planting program at an average of 10,000 trees a year.
A City that Works
Our vision is not only a city of beauty and character, but also a city that works.
As our economy provides the engine to raise our quality of life, we shall take a pro-active role in creating the right environment for a thriving business hub that can hold its own in the global playing field. As jobs are provided closer to homes, Marikina shall no longer be known as a "bedroom community".
Transforming Marikina River into a Vibrant Waterway
Water has influenced the growth of many great cities in the world such as Hongkong, Jakarta, Bangkok and Singapore. Because water offers many opportunities to people, it has to be considered by the city. We shall ride on the crest of rehabilitating the Marikina River. Like Singapore's Clarke Quay it shall become Marikina's number one signature image -- a picturesque place for sports, leisure and entertainment.
A Wholesome Environment for Living
Efforts are being made to create a more livable environment for all. No new squatters shall be welcomed. Accessibility in and around the city including health facilities shall make it more comfortable for the local residents.
A Center for Arts, Culture, Sports and Tourism in the Eastern Metropolitan and Rizal
Arts and cultural enthusiasts can look forward to new venues for arts and cultural exhibitions. Teatro Marikina (theatre arts) is aimed to become the center for those exciting and educational events. Staging of organized non-motorized water activities like rowing shall be encouraged in the Marikina River. Cultural activities peculiar to Marikina such as Angkan-Angkan and Rehiyon-Rehiyon and host of other exciting activities shall create magnet for tourists.
Knowledge Center
We encourage the establishment of more learning institutions which academic concentration is on Information Technology and computer-related courses. The proliferation of these institutions shall create a new identity for the city -- A knowledge Center in the Metropolis.
E-Government
We undertake to upgrade government operations through the application of electronic system of operation (Information Technology). When this technology is in place, people can transact business with the government via computers.”[15]
2.2.3. The Structure
Marikina City today is a first class highly urbanized city. Being so, it basically follows the staffing pattern, as prescribed in the Local Government Code of 1991.
Below are the offices and officials common to all cities, as per LGC.[16]
Figure 2: LGC’s Common Offices Among Cities
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However, the Marikina City Government came out with a lightly modified organizational set up in accordance with its vision –mission. Below is the actual Organizational Structure of Marikina City government.
Figure 3: Organizational Structure of the City Government of Marikina[17]
The list of the different department is in the Exhibit B: ---- on page___
2.2.4. The Functions
The Marikina City Government is basically divided into seven clusters, namely, administrative support, public order and safety, finance management and project development, infrastructure development and transportation, citizens’ affairs, economic development; and, health and environmental management.
The administrative support cluster is composed of the Office of the Mayor, City Administrator’s Office, the City Legal Office, the Center for Excellence, the City Council, the City Personnel Office, the General Services Office, the Management Information System, the Volunteer Management Office, the Marikina City Library.
The public order and safety cluster has the of the Vice Mayor, the Marikina Rehabilitation Center, the Office of the Public Safety and Security, the Philippine National Police- Marikina, the Bureau of Jail Management and Penology, the Bantay – Bayan Office and the Bureau of Fire Protection.
Finance management and project development cluster includes the City Accounting Office, the City Budget Office, the City Treasurer’s Office, the Business Permits and Licensing Office and the Marikina City Planning and Development Office.
The citizen’s affairs cluster covers the City Social Welfare and Development Office, the Department of Education – Marikina, Pamantasan ng Lungsod ng Marikina, Public Information Office, Community Relations Office, Marikina Settlements Office, City Women’s Council, MCF Manpower House, Teens Health Quarter, Local Civil Registry, MCF Privilege Card and the Office of Senior Citizens’ Affairs.
Infrastructure development and transportation cluster includes the City Engineering Office, City Transportation Management and Development Office, City Bikeways Office, Marikina City Development Authority- Architectural Design, and Marikina City Development Authority – Construction.
The health and environmental management cluster includes the City Health Office, Rescue 161, Waste Management Office, Parks and Recreation Office and the City Veterinary Services Office.
The last cluster is about economic development which includes the Workers’ Affairs Office, the Public Employment Services Office, Marikina Cultural, Tourism, Trade and Investment Office, Marikina Sports Park, Public Market Office and Marikina Hotel.
2.2.5. The Operations
The administrative support cluster or team uses the concept of e- governance heavily in moving city logistics, arranging for government transactions and in mere sharing of information. The legal office and the city council work as a team to make sure that the legislations coming from the council is within the law. The development of computer savvy, competent and skilled city hall employees are joints undertakings of the City Personnel Office, Center for Excellence and the City Library with the help of the management information system. The desire for the city to be more responsive to people’s needs and to generate popular participation was pursued through regular communications with NGOs, the department heads, barangay officials and the business sector. The city also initiated the “Text MCF” projects for the people to reach the Mayor by SMS. People’s Day was also designated for the Mayor to hear the problem of the people directly.
The public order and safety cluster believes that one of the hallmarks of a progressive city is its ability to maintain public order and security. Through concerted efforts, their goal has been to have a community with high degree of disaster preparedness, safety and order. The sense of protection of the constituents, in both times of calm and unrest, is a prime consideration of this cluster. The Office of the Vice Mayor has a continuing program against drug abuse while the Philippine National Police embarks on the promotion a joint responsibility between the police force and the community. “Maintaining peace and order has always been the primary concern of the city government. In order to attain such, all possible avenues have to be exploited to ensure that Marikenos can live peacefully,” by then Councilor Lea Astrud T. Santiago, Chairman, Committee on Peace and Order.[19]
The finance management and project development cluster benchmarks on the standard and target set by the Public Governance System which forces them to a work with a high performance level. They initiate activities that are geared on the city’s fiscal health. The planning office was into a proactive, organized and integrated development planning.
The citizen’s affairs cluster focused on the quality of life of the constituents, in addition to the sound infrastructure, planning and management strategies. It is in the forefront in creating a productive, responsive and self – sustaining community by way of addressing their housing and livelihood needs, providing them with relevant city information and coordinating their free access to education. The cluster, in a way, aimed to promote the people’s mental, physical, emotional and social well- being. The women council aimed to empower women that will make them independent, judicious and proactive. The teen center equips the young adults with necessary skills to make them healthy, productive that are able to pursue productive lives.
Infrastructure development and transportation cluster handles the infrastructure projects of Marikina. It believes that a good transportation and infrastructure system is needed by a growing city like Marikina. They believe in the concept of continues improvement. The cluster believes that they have done a good job, and the infrastructure development in Marikina, which to them is at par with the best in Asia, will show it.
The economic development cluster’s main concern is to put all the systems in place that are gear to entice the different investors to do their business in Marikina. The objective is to set in motion a highly competitive business environment, which they considered the lifeblood of the city. This is done by making sure that the business – related facilities and establishments are of world - class standards workers and trained and skilled, the rules ion transacting business is reasonable, and industrial al peace is maintained. A year - round tourism initiatives is done to complement the economic development program of the city.
In the words of Marikina City Mayor Marides Fernando to her constituency: “Be assured that services will be delivered promptly, courteously, and professionally – Marikenos deserve nothing less.”[20]
2.3. The Process
2.3.1. The Fernando Clan; Bayani Fernando and Marides Fernando as Public Servants
The Fernandos of Marikina is one of the strongest political clans in the city. Its political tradition dates back from the grandfather of Mayor Gil Fernando, the father of Mayor Bayani Fernando. “Gil's grandfather on the paternal side was Claro Fernando. He was a cabeza de barangay, a fact which indicates that he must have been of the upper class. He was into farming and the big number of carabaos that he owned shows that his farm must have been a big one.”[21] Unknown to many Marikenos, the Fernando did not start in the present bailwick of the clan, Calumpang, but on a distant barangay called Malanday. Up to now, his known relatives are in this barangay. It was Gil Fernando‘s mother who was from Calumpang – from the clan of Bautista and Estanislao. The Fernando side of Malanday is into business. One of the well known businesses they have is the Fernando Auto Supply, a chain of auto supplies stores operating mostly in the eastern part of Metro Manila. Unfortunately, a member of the Fernando Clan run and lost as Barangay Chairman of Malanday. One sister of Bayani Fernando run and lost as barangay Kagawad of Calumpang, their bailiwick, during the incumbency of Bayani Fernando as the Mayor of Marikina. This has two major implications, that Marikina voters are politically matured and, that the Fernandos are not that politically invincible after all.
The strong foundation of the present Fernando family was started by Mayor Gil Fernando. Gil grew up with his mother in their ancestral home near the river bank of Calumpang, a communal land known as Lupang Tagalog. The ancestral was eventually washed out by the river, a sign that Gil did not grew up in a wealthy family on his mother side despite that the Fernando family on his father side is generally well off. Gil Fernando grew up in turbulent times, when the Tuason Estate is claiming the Lupang Tagalog as part of their Torrens title, threatening the native Marikenos, including the mother of Gil Fernando of eviction from their homes. The Marikenos went to court and defeated the Tuason Estate. These events might have contributed to Gil Fernando’s desire for power and made him pursue a law degree after seeing his own mother and his own home being unsettled by a strong landed Tuason family. Another event that contributed to the desire for power and nationalistic tendency of Mayor Gil Fernando is taken from the account of Councilor Gener Paz, a local historian:”In 1905 important events leading to other events were unfolding. Gen. Macario Sakay, after years of trying desperately to fan the dying embers of the revolution, was captured. In chains, he was brought down from the Sierra Madre to Marikina where he was imprisoned inside a building that is now the Shoe Museum. This companion of Bonifacio and Jacinto when the revolution started in 1896 was subjected to humiliation and ridicule. He was paraded with a placard around his neck announcing him as a bandit. This was one of the sad stories of Filipino heroism that Gil heard in his youth and imbued him with the spirit of nationalism.” Mayor Gil Fernando loves plants, flowers, peace, system, and orderliness - basic traits that his son, Bayani Fernando seems to have acquired.
During the time of President Manuel L. Quezon, Marikenos, using some politically savvy, further pushed back the Tuasons by forcing them to sell their lands to the growing native populace, P300, 000.00 only for 104 hectares. Gil Fernando, still a bachelor by then qualified for a 350 square meter lot in what is now known as Daang Pasig, now a commercial area. Today, the old ancestral home of the Tuasons is still standing unnoticed at the back of San Roque Barangay Hall near the former railroad tract now called Daang Bakal. The Tuason ancestral house is being taken cared of by a long time caretaker family. No descendant of the Tuason family wished to live in that ancestral house at present. The street A. Tuason cutting from Sumulong Highway to Marcos highway was renamed Gil Fernando Street.
Engr. Bayani Fernando, the only son of Mayor Gil Fernando run for councilor in a third party ticket in his early thirties and lost, an indication that his political surname and a memory of his father is not enough to land him in the city council. He ran for Mayor as an LP independent but lot lost again…but his vice mayor, Doy del Castillo, then popular radio announcer and one of his councilors Del de Guzman, won. In his third try for elective office, as a Mayor, he runs on his own image with a campaign slogan: “Marikina Needs an Engineer” which somewhat emphasized the weakness of the incumbent mayor Dr. Rudy Velentino. Bayani won but in my interview with Valentino, he said that Bayani spent an estimated 35 million pesos while he spent only half a million. In short, Bayani won more because of his massive campaign machinery than of anything else. He has to spend a lot because if he will lost again, it will be his third time losing and there is a saying in Marikina among political pundits that if you lost thrice in the elections, you will be a nuisance candidate next time around you run again and will never win again ever. This also shows the political will and determination of Bayani Fernando which will later manifest in his career. Bayani will later be reelected a total of three terms, maximizing the term limits mandated in the local government code, fighting different sets of candidates each time. His strength remains to be his well organized campaign machinery and a hopelessly splintered local opposition. As a Mayor of Marikina, he implemented some innovative projects and garnered achievements for Marikina. Bayani Fernando’ motto is “Implement the law without the fear of losing votes. This is POLITICAL WILL.”
When Mayor Bayani Fernando finished his mandatory third term as a mayor in 2001, some people expects that his former councilor and vice Mayor Del de Guzman will be anointed by the Fernandos as the then ruling Lakas NUCD candidate for Mayor. The researcher has a talked with former school principal Rodolfo de Guzman, the father of then Vice Mayor Del de Guzman and he said that if they will be short changed in the formation of the ticket, they are willing to fight the Fernandos, an indication that that early, the de Guzman is already showing some signs that they are not hesitant to match the force of the Fernandos, if necessary. With former Mayor Rudy Valentino as one of the campaign managers, Marides Carlos Fernando, the wife of Bayani decided to run as mayor with number 1 councilor Marion Andres as her vice mayor. Del de Guzman was forced to run as a congressman of the second district, a bailiwick of the then opposition leader Rep. Romeo C. Candazo, in Tagalog, “ipinambala sya sa kanyon” (made as a sacrificial lamp) but surprisingly, de Guzman won. Marides Carlos Fernando (sometimes known as MCF) was elected mayor too in that 2001 elections and was re-elected in 2004 and 2007. Her family is into business, her father is a tycoon Meneleo Carlos and her background was in hotel management, having graduated with an undergraduate degree in Hotel and Restaurant Administration from the University of the Philippines in 1978. Her earlier work includes stint in Manila hotels. She transferred to the US and went on to undertake postgraduate study at Cornell University in New York State, finishing masters in professional studies in 1980. She returned to Manila and lectured at her alma mater before joining her husband's company as VP for Finance and Administration. Their company built the tallest buildings in the country. As a city mayor, MCF served as the Vice President for the National Capital Region in the League of Cities of the Philippines. She was also the Deputy Secretary General for Luzon. She was awarded the 2007 Outstanding Professional Public Administrator Award by her alumni association; the Filipino-Chinese Federation of Business & Professional Women 2007 Woman of the Year award; and finally , the Asian Institute of Management's 2006 Person of the Year. Marikina City is “the most outlying of the 17 local government units which make up Metro Manila. The city has become a national byword for rapid expansion under both Bayani and Marides Fernando's mayoralties and was granted an additional Congressional seat in 2007 in recognition of its growing population. It has been awarded the Most Competitive Metro City in the Philippines by the Asian Institute of Management.”[22]
2.3.2. The Governance Approaches, Innovations and Projects of the Marikina Government Under the Fernando Administration
How do you run a city like Marikina – clean, organized, international acclaimed, prosperous, peaceful and world class, with its former Mayors Bayani Fernando a vice presidentiable and was one time one of the leading presidential contenders of the country in the 2010 elections and its previous Mayor, Marides, as one of the Top 7 finalists in the World Mayor Award? “Our City Hall is run like a private corporation. We treat our clients as our customers whom we want not only to satisfy but to delight.”[23] – Marikina Mayor Marides Fernando.
The Marikina local government is divided into seven clusters, namely, administrative support, public order and safety, finance management and project development, infrastructure development and transportation, citizens’ affairs, economic development; and, health and environmental management.
Reengineering, as a public administration concept, advocates for the creative use of information technology, allowing the organization to work in more radical ways. Some characteristics of the reengineering processes involve combining of several jobs into one, allowing workers to make decisions, steps in the process are done in the natural order, processes have different versions, work is performed where it makes the most sense, checks and control are reduced, reconciliation is minimized, a manager provides a single point of contact and finally, hybrid centralized and decentralized operations are prevalent. One of the approaches of the Fernando Administration that approximates reengineering is its successful effort to connect the different barangays and the offices in the city hall in a centralized information technology network. The leaders of the city government and political party are massively using the SMS or texting technology, and internet, in their daily communications. Mayor Marides Fernando even revealed that there are aspirants in the Kabayani Party (the local party of the Fernandos) in the barangay elections pleading their appeal for endorsement thru text messages to the Mayor.
New public administration (NPA) rejects the politics – administration dichotomy of Woodrow Wilson. It believes that administrators, aside from just implementing the will of the state, should make policies too. They should take matters into their hands, so to speak. Another salient idea of NPA is the recognition of values as an important component of public administration. It distanced from the earlier practice of too much emphasis on data collection and statistical manipulation. NPA is more normative in approach. It is an advocate of change. Values and norms occupy a premier role that guides the direction. Social equity is another important concept in NPA. Before NPA, public administration is too much concerned with efficiency and economy, which is too aloof from the nature of public service. Rather, NPA believes that benefits must be greater to those who are disadvantaged. NPA also believes that clients or the public must be allowed to participate in the operations of a public office as a way of a democratic exercise. Cooperation must be the name of the game rather than competition. Finally, NPA believes that change is always a part of public administration, so organizations must be adaptive to change. Organizations must not be static and be pro-active. Organizational restructuring must be based on the needs of public service rather than the internal concerns of the organization itself. The Fernando Administration is heavy on the values and norms of the community due to the fact that the main proponent of this approach, Bayani Fernando, is a “parochial” son of a former mayor of a clannish town, Marikina, which is known for “small town’ values. In fact, the father of Bayani Fernando, former mayor Gil Fernando has the propensity for plants, an enthusiast for orchids, a trait that Bayani would also manifest in his later career. “Puno kahit saan”[24] is Mayor Bayani Fernando’s battle cry in his efforts of greening the city. It is also no wonder why the Fernando Administration pushed for “urbanidad”, which is the right conduct in a highly civilized and urbanized society, it must have come from his strict father right from home. Public administration therefore is the vanguard of this community values. This explains the fact that if you walk in the streets of Marikina without any upper shirt, you will be apprehended by the police or barangay tanods because you violated the “urbanidad” values of the community. Drying your clothes (panties, brief, T-shirts, etc.) in front of your house, when you have plenty of space at the back is not only violative of “urbanidad” but a sign of gross bad taste, and so, the public servants, as the implementing arm of the will of the state has the responsibility to rectify this violation of good taste. If you let your dogs roam in the street uncared and unfed, you showed disrespect to your community and therefore, the public servants has the responsibility of correcting your uncaring attitude by hauling your neglected pet into the city pound. His tickler for discipline and respect for the law is consistent from his early career as a mayor to the time where he became the MMDA Chair. Social equity is also very strong in Fernando Administration. To him, “pantay- pantay kung may disiplina”[25], (equality can be achieved through discipline). Bayani Fernando hates people calling themselves urban poor because, to him, it is derogatory. He even joked to one of his campaign staff saying, “ikaw urban poor ka ng urban poor kaya hanggang ngayon mahirap ka pa rin” (you are always calling yourself urban poor so up to now you are still poor). He does not want to call the – used - to - be “squatters” as squatters, not even as “depressed area” residents. He wants to call them “nakatira sa matataong lugar’ or living in a highly populated area. What is the point? He wants to give dignity to everyone as a way of his pursuance of social equity. On record, he was able to relocate thousands of “squatter” families to permanent relocation areas with land titles, electricity, road, water, telephone lines, and cable television lines; and near to their places of work. To relocate them, Bayani Fernando has to fight rich and professional land grabbers supported by some influential local politicians who were occupying the relocation areas. The fights are both in physical show of force and in court. The Fernando Administration, therefore, defines public administration as using the power of the state to champion justice and social equity. (Unfortunately, during a national debate for vice presidential race with now Vice - President Jojo Binay, Bayani Fernando called the squatters in Makati as squatters, in a national television, which prompted a reaction from candidate Binay to Bayani to please give these squatters some form of respect. (Maybe its Bayani Fernando’s debate strategy to drive home a point that there are lots of squatters in Makati despite of their wealth and calling them squatters is an insult to now Vice – President Jojo Binay in contrast to Marikina which is not as rich as Makati but has solved its squatters problems.)
According to Frederick Taylor, there is one best way of performing in any organization and this best way can be discovered by investigating the various components of work and announcing the result of the study to the workers so that they could adopt them. He said that detailed time and motion study improves the efficiency of the production process. He said that every single act of workmen can be reduced to science. It is therefore the role of the managers to design and to conduct experiments, to plan the work process, to discover the efficient techniques and to train workers to these techniques. This will usher the mutuality of interest between workers and entrepreneurs because high productivity gives higher salary or incentives to workers and bigger profit for the entrepreneurs. The key concepts of scientific management school are the identification of a standard of an ideal worker, time and motion study, the work standard and the differential rate system. Taylor’s method was applied more in the ground level and is useful among line managers as it addresses the kind of characteristics the line managers must have. Time and motion study has the following steps: define the task to be studied and inform the workers to be studied, determine the schedule of the study, time the job and rate the workers’ performance, and finally come up with the standard time. In real life however, unionized workers fear that working faster would lead to fewer works available later. There are also instances that the emphasis on too much productivity and profitability leads to exploitation of workers and even customers. This also undermines the discretion and better judgments of the managers. As a whole however, time and motion study eliminates unnecessary motions, combines similar activities, improves the arrangement of workplace and improves the design of tools and equipments. The Fernando Administration is strong in the advocacy of one – best - way principle, owing to the fact that one of the main proponents of this concept is a highly successful mechanical engineer, Bayani Fernando, who made his first million as a businessman constructing high rise building in the country’s main business district. The redesign of road networks in Marikina City which maximizes the use of river banks and creek banks for accessibility, at the same time preventing them from being converted as squatter areas, is an application of ergonomics. Marikina City even has the standard time for the response of the firemen and the policemen by placing public safety substations in strategic places in the city. “Mayor Bayani Fernando would ask employees to compute their salary by the day and ask themselves if their output at the day’s end was commensurate.”[26] This is innovative approach of employees calibrating their own outputs. The advocacy of see – thru fences is also along this line. It creates illusion of spaciousness, prevents crime, and gives beauty to the environment because it will encourage the owners of the place to beautify the area since it is seen by the public. The implementation of set - back from the road in residential and commercial areas, being a law in the building code, is well implemented in Marikina City. Tearing down existing residential and commercial buildings just to comply with the set – back rule as per zoning ordinances, might be very cruel. But, in applying for new construction or major repairs, an applicant is required to comply with the set - back rule, thereby slowly but surely, rectifying the mistakes of the past, thru time. Garbage collection is always on schedule, one set of schedules is for biodegradable wastes and another set is for non biodegradable wastes. The citizens, partly to develop awareness of the system, are required to tie green strings to plastic bags containing the biodegradable waste and pink for the non biodegradable. Incidentally, green is the political color of Bayani Fernando during his early political campaigns in Marikina and pink is the color of Mayor Marides Fernando. This scheme combines political campaigning, value formation and operations management. Engineering and construction equipments are well maintained to develop the capacity of the city in doing fast and pro - active engineering responses, like clearing of obstacles on the sidewalks. Bayani Fernando loves to say, in fondness, that some city engineering office in some cities in Metro Manila doesn’t even have the technical capacity to remove an empty, huge and stinking concrete flower base obstructing the side walks of the main thoroughfare of the metropolis. The clear contribution of the Fernando Administration to the use of scientific management school of Frederick Taylor in local governance is that it is not enough that you identify the one best way, what is important is your will to implement them. Bayani Fernando believes that behavior follows structure, so, a local government unit must create necessary clean, honest, good taste and cost efficient structures to influence the behavior of the constituencies towards the subliminal directions. That is what differentiates the Fernando Administration from ordinary scientific management school adherents. It is in essence, scientific management with political will. He even said that "I'd like to be remembered not as a builder of infrastructures, but as a builder of character."
2.4. The Output and Outcome
2.4.1. Awards and Recognitions for Marikina Government from 1992 – 2010
Among those awards that Marikina City government won under the mayorship of Bayani Fernando are the Philippine Quality Award 1999, Silver Award – Proficiency Level for Organizational Excellence awarded by Development Academy of the Philippines (DAP) and Department of Trade and Industry (DTI); Philippine Quality Award 1999, Bronze Award – Commitment Level for Organizational Excellence awarded by DAP / DTI; Galing Pook Hall of Fame Award Five Winning Programs: Save the Marikina River, Politika sa Bangketa , Squatter-Free Marikina, Barangay Talyer , 5-Minute Quick Response Time, and was including in the TOP TEN Category in 4 years (1995-1999). Marikina also landed in the Hall of Fame, Search for the Cleanest and Greenest Town in the NCR, 1996 by the Department of Interior and Local Government (DILG) of NCR; Hall of Fame, Search for the Cleanest Inland Body of Water in the NCR, 1996 by DILG of NCR; Cleanest School in the NCR (Parang Elementary School), 1999 awarded by Gawad Pangulo sa Kapaligiran; Health (Best Managed) Public Market in the Philippines and NCR, 1998 by the Department of Health (DOH); Cleanest Market in the NCR, 1999, Gawad Pangulo sa Kapaligiran—DILG, DOH, MMDA, Philippine Information Authority (PIA); Best Public Wet Market in the NCR, 1997, Department of Agriculture (DA), National Consumers Council; Best Local Government Unit in the NCR, 1994 awarded by DILG and Presidential Assistant on Community Development (PACD); Best Local Government Unit in the Philippines, 1995 awarded by DILG; Most Outstanding City in the Philippines, 1997 awarded by DILG; Best Managed City in the Philippines, 1999 awarded by DILG.
The Fernando Administration seems to have managed the city well up to the time of Mayor Marides Fernando. The proof is the positive city standing in the league of metropolitan cities in the Philippines and the numerous awards and citations that have been bestowed. “Marikina was one of the many cities, particularly Puerto Princesa City and Las Piñas City, awarded as The Cleanest and Greenest City which Marikina was the second local government, after Las Piñas City, to set as Hall of Famer in that category, awarded by the Philippine government. The most recent and most prestigious award received the city of Marikina was the Most Competitive Metro City in the Philippines from the prestigious Asian Institute of Management (AIM) Policy Research Center, Asia Foundation, International Labour Organization (ILO), German Technical Foundation, and Konrad Adenauer Stiflung, and the Continuing Excellence Award in Local Governance given by the Galing Pook Foundation, DILG, Local Government Authority and the Ford Foundation. Marikina is the second local government in the Philippines, after Las Piñas City, that has been honored with the prestigious Global 500 Roll Of Honour of the United Nations Environmental Programme (UNEP). Marikina was also considered as one of the Healthiest and Most Livable Cities in Asia-Pacific region. It has won over 200 awards and recognitions, both local and abroad, in a span of just 16 years. Marikina is considered as business-friendly city in Metro Manila, that's why, Marikina has become an ideal location for industry, business, and commerce and for residences. Marikina is also one of the host cities of the recent 2005 Southeast Asian Games in the Philippines at the Marikina Sports Park. Mayor Marides Fernando also recognize as finalist at 2008 World Mayor Awards among with the mayors from New York City, Paris and Sydney, she is the only city mayor in Asia-Pacific belongs in the list of finalist.”[27]
The Marikina City Government had a complete list of these awards 1996 to the 2010. The list is found on their website, with the past years found in the archive of their website. An example of this list is the list on the year 2008, see Exhibit C: City Awards and Recognition, 2008 on page 93.
2.4.2. The Election Results of 2010
Kabayani Party was organized by the Fernando Family as a local party but is attached with the ruling Lakas Kampi CMD. It was meant to provide flexibility in political alignments. It was able to organize itself effectively winning major fights in Marikina politics. Bayani Fernando (BF), then, the MMDA Chairman is technically speaking the only presidential aspirant of Lakas – NUCD, because VP Noli de Castro is an independent and Defense Secretary Gilbert Teodoro is from Nationalist People’s Coalition. Not only that, BF is the VP of the party and has the bragging right of rising from the rank and of being one of the original members of the party. He has all the right to expect of clinching the party nomination. He attended the process, but when he was not selected by the delegates and his demand for a full blown convention was denied, he bolted from the party and said something that the way he was treated by the party speaks of the kind of political party Lakas – NUCD is. Eventually, he slide down to vice – presidency and joined with Sen. Richard Gordon who is running for the presidency. To the credit of the Fernandos, it did not up members of their family to run in Marikina. The author is one of those tasked by the local Kabayani Party Mayoralty candidate to help convince then Mayor Marides Fernando to run for congresswoman , but she refused, saying that she is campaigning for the national fight of her husband, Bayan Fernando, who was then running for vice president under Sen. Richard Gordon’s Bagumbayan Party. The Fernando did not do the dynastical tendency of the Binay Family of Makati nor the Eusebio Family of Pasig who fielded their own relatives to the local electoral contests to maintain their hold on power.
What is the result of the national and local elections in Marikina and its implication on the perception on the Fernando Administration?
Based on the results of the local and national elections below, the hand - picked candidates of the Fernandos were terribly beaten by the candidates of the Liberal Party. In fact, BF himself lost in Marikina to Sen. Mar Roxas and got only a thousand margins above Mayor Jojo Binay of Makati. The presidential tandem of BF, Sen. Richard Gordon, placed only number four in Marikina among presidential candidates despite the fact that one of his campaign themes in Marikina is that he is a native of the city, from the Nepomuceno Clan.
The elections results of the local elections in 2010, including that of the vice presidentiables, as seen in the tally below, will show the public perception o the Fernando Administration, done though the ballots.
Figure 5: Official Results of the 2010 Elections in Marikina City
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POSITION CANDIDATE |PARTY |TOTAL VOTES [28]
City Mayor | Del R. De Guzman |Liberal |101,495
City Vice Mayor | Jose Fabian I. Cadiz | Liberal | 84,422
Representative, 1st District |Marcelino R. Teodoro | Independent |47,425
City Councilors |1st District
Eva Aguirre-Paz | Liberal | 40,780
Carissa F. Carlos |Bagumbayan-VNP |32,333
Joseph B. Banzon |Lakas-Kampi-CMD | 29,258
Mario M. De Leon |Liberal 27,433
Serafin Y. Bernardino |Bagumbayan-VNP |27,073
Elmer B. Nepomuceno | Liberal | 26,511
Frankie C. Ayuson |Bagumbayan-VNP | 25,557
Ronnie S. Acuña |Liberal | 23,820
Representative, 2nd District: Romero Federico S. Quimbo | Liberal | 45,690
City Councilors | 2nd District
Mark Albert J. Del Rosario |Liberal |37,320
Xy-Za R. Diazen |Liberal |35,499
Wilfred S. Reyes |Bagumbayan-VNP |35,068
Anna D. Dayao |Bagumbayan-VNP | 34,183
Susana P. Magtubo | Liberal | 33,117
Rommel F. Ortiz |Bagumbayan-VNP | 32,888
Ariel V. Cuaresma | Liberal |32,019
Ernesto M. Flores | Liberal |31,719” [29]
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Here is the official election results for National Positions, for Presidential and Vice Presidential, in the City of Marikina.
Figure 6: Election Result in Marikina for National Positions, 2010, as posted by COMELEC Board of Canvassers:[30]
Presidential
Aquino 75,905 votes
Estrada 33,953 votes
Villar 9,170 votes
Teodoro 15,842 votes
Villanueva 6,283 votes
Perlas 249 votes
Madrigal 250 votes
Gordon 15,579 votes
Delos Reyes 224 votes
Acosta 393 votes
Vice Presidential
Binay 45,696 votes
Roxas 58,019 votes
Legarda 4,653 votes
Fernando 46,182 votes
Chipeco 73 votes
Manzano 827 votes
Sonza 305 votes
Yasay 1,633 votes
This could also mean that the Fernando Administration has not done very poorly but the people just wanted change which the local Liberal Party ticket has expertly capitalized on, as shown in their campaign slogan, “Tunay na kaunlaran. Tao naman”, in a way saying that the gains of the Fernando Administration are not real progress because they failed to address the real needs of the people by concentrating on basically infrastructures only, an allegation that is good in vote getting but lacks substantive evidences.
2.5. Evaluation
2.5.1. The Public Administration Theories as the Lens
When the author was asked by my panelist to revise my original framework and came out with my present framework, I went back to them one by one and sought their approval of the present framework. The Chair of the Panel asked me this question: why do you have to include public administration theories in the framework? I said that these will be the lens from where we will evaluate the output/outcome of the process flow. I also remember a meeting with my adviser and the chair of the panel and in the discussion, the present disarray of the public administration as a pure discipline was discussed. It was even pointed out that there are some authors who assert that there is no public administration in a strict sense of academic discipline. And so, the necessity of coming out with a handle to put together theories and concepts of public administration that will be used as lens in the IPO evaluation came out. Our discussion settled in using the approaches of George H. Frederickson and Kevin B. Smith in their book entitled The Pubic Administration Theory Primer. This paper is not saying that these two authors’ identified theories are already the whole and final gamut of the public administration as an academic discipline. Rather, the author of this paper as discussed with his panelists made an academic judgment call that the way Frederickson laid down the public administration theories is a good enough, in the spirit of Herbert Simon’s teachings in decision making, as a basis of evaluating the IPO model of the eclectic approach to local governance. The author of this paper however noted that Frederickson’s discussion on governance may be improved if we incorporate the ADB’s concept of good governance, in which we will be incorporating herewith. With this in mind, this paper proceeded by laying down the public administration theories enumerated by Frederickson and Smith, to wit:
2.5.1.1. Theories of Political Control of Bureaucracy
The most popular contemporary theory of the political control of bureaucracy is known as the agency theory or principal – agent theory. I this theory, the president and the congress (or city mayor and the city council) are the principal and the civil service are the agents. “The initial premise in this theory was that bureaucracies are either out of control or at least very difficult to control.”[31] Bureaucracy is seen as self – seeking or maximizing individual or firm which oftentimes hoards information and seeks autonomy. But there is a range and form of legislative and executive control over bureaucracy. The agency theory assumes the logic of the politics-administration dichotomy, “that the elected leaders (principals) and civil servants or bureaucrats (agents) is hierarchical and could be understood to be a series of contracts or transactions between a buyer of services and provider of services.”[32] The elected buyer shape its preferences through laws and orders, the bureaucratic seller of services respond to them. “There are dynamic bidirectional relationships in which legislators signal preferences to the bureaucrats and the bureaucrats signal preferences to legislators.”[33]
2.5.1.2. Theories of Bureaucratic Politics
This theory emphasizes the policy making role of the bureaucrats and administration. It rejects the politics – administration dichotomy. According to Waldo, administration is politics. Bureaucracy is a political institution. “Numerous studies confirm that bureaucrats routinely allocate values and decide who gets what, that bureaucracies logically engage in politics of the first order.”[34] Representative bureaucracy puts democratic context to bureaucracy since when they implement, they also think of the diversity of the contending forces.
2.5.1.3. Public Institutional Theory
This theory highlights the characteristic, unique properties, problems and promises of public institutions. It is vast theory and with increasingly cumulative body of knowledge. “Institutions are affected by their social, economic and political context, but they also powerfully affect the context. Political democracy depends not only on economic and social contributions but also on the design of political institutions.”[35] The theory states that institutions pursue their rational self – interest in the arena of competitive market. If for instance the Philippine political institutions include Sangguniang Kabataan (Youth Council), the only institution in the big tent of political institutions, that promote children’s participation in governance, then, abolishing it is tantamount to weakening our institutions because it removes an arm of a big tent institution. Is the Noynoy Aquino Government an institution maker or wrecker?
2.5.1.4. Theories of Public Management
This theory is about utilizing management concepts used in business administration into public administration and governance. Hence, the scientific management of Frederic Taylor which includes say, time and motion study is used in public activities. New Public Management or the new managerialism is another form of this theory. “There is a little doubt that the New Public Management has reconnected the theory to practice. At all levels of government, public managers are reinventing the government, reengineering government, attempting to be entrepreneurial, attempting to better serve their customers, attempting to be more innovative, attempting to take the risk, and attempting to add value.”[36]
2.5.1.5. Post Modern Theory
Postmodern public administration is the anti thesis of the logic of objective science and positivism. The post modern theory believes that public offices is not and can not be neutral, technology is dehumanizing, and bureaucratic hierarchy is ineffective, bureaucracy tends toward its own survival. “The postmodern methodological perspective also includes the logic of alterity, or a forthright concern for the “moral other” on the part of the public administrators. Postmodernists rightly claim that all administrative acts directly or indirectly affect others and that traditional public administration hides, overlooks, generalizes or rationalizes these effects.”[37]
2.5.1.6. Decision Theory
Decision making in the public sector is about individuals and organizations trying to meet stability and equilibrium. Decision are not based on pure rationality but on bounded rationality, or “ incremental decisions based on means and ends that are mixed together, limited in knowledge, limited in analytical capabilities, limited in time and unwilling to take big risks.”[38] It is very rational or reasonable for organizations to opportunistic and guided by conservative objectives. “The relationship between organization and the individual in them can be understood as equilibrium between the personal goals and preferences of individuals and organizational needs. Both the effective individual and the rational organization will tend toward conserving efficiency.” [39]
2.5.1.7. Rational Choice Theory
This theory uses neoclassical economic theories in the public sector. This will allow defining the interest of the public sector organizations in terms of market and allows these organizations to borrow the fully developed economic concepts. Based on Adams Smith concept of invisible hands, “”social order and collective benefits can be produced by market mechanisms rather than by the strong centralized hand of government.”[40] It recognized the existence of self maximizing bureaucrats and self maximizing citizenry, citizens who looks for better services from among government agencies that provides these services. “Competitive markets can exist under considerably less – than – optimal market conditions, through these markets may require a strong regulatory role for public bureaucrats to mitigate the social-democratic downside of market excess.”[41]
2.5.1.8. Theories of Governance
The author said that although is governance is synonymous to public administration and management, by its own admission; it is not so clear what governance is all about. But since this paper is about relating theories with actual activities in the field, particularly in Marikina during the Fernando administration, the author was forced to pick up specific passages form the Frederickson’s book which somewhat clearly state what governance is. At one point, it quoted an article from Lynn et al, 2000, 3 which define governance as a “regime of laws, administrative rules, judicial ruling and practices that constrain, prescribe, and enable government activity, where such activity is broadly defined as the production and delivery of publicly supported goods and services.”[42] Governance in this definition seems to be colorless, meaning, no judgmental hues. Like, is good governance a good production and good delivery of publicly supported goods and services? Then it boils down to what is a good production and good delivery of publicly supported goods and services. This was answered in some part of the article which says that governance is new public management in which it talks about doing more things with less; leveraging market mechanisms; improve customers satisfaction; closer links between policy makers, implementers and stakeholder; improve government capacity in relevant policy making and implementation; and the ability of the government to deliver what it promised.
2.5.2. The Theory of the State
The theory of the state is not one of those main public administration theories identified by Frederickson and Smith. It only appeared in this paper as a way of correlating it with the management approaches that happened in Marikina in the era under study where the management creativity of the leaders seem to be inspired by the very essence of Hobbe’s assertion that people surrendered part of their freedom to the sovereign, and ergo, the sovereign (the mayor in this parallelism) has the leeway to appropriate this surrendered freedom to the art of managing their constituencies.
Thomas Hobbes (1588), educated in Oxford, was the author of Leviathan which among others put forward a theory of the state. Hobbes believes that men are by nature selfish maximizers of personal benefits and because men are like that; they naturally will compete against each other which will result in conflicts. Men knows that cooperation may be better for their existence but the powerful self love is hindering them from cooperate and therefore, is setting the stage for a conflict situation. In Chapter XVIII of the Leviatan, Hobbes "… all men are by nature provided of notable magnifying glasses (that is their Passions and Self-love,) through which, every little payment appeareth a great grievance; but are destitute of those perspective glasses, (namely Moral and Civil Science,) to see a farre off the miseries that hang over them, and cannot without such payments be avoyded."[43] This human nature makes the civil order fragile, and skews the society towards civil strife, in Hobbes time, the English Civil War. This fragility leads men to acquiesce in the institution of the sovereign, in a form of a covenant. A sovereign whose laws will be obeyed, not out of reason, but out of fear of recurring conflicts among them if there will be no sovereign. Hobbes said it this way: "The final Cause, End, or Designe of men, (who naturally love Liberty, and Dominion over others,) in the introduction of that restraint upon themselves, (in which wee see them live in Commonwealths,) is the foresight of their own preservation, and of a more contented life thereby; that is to say, of getting themselves out from that miserable condition of Warre, which is necessarily consequent . . . to the natural Passions of men, when there is no visible Power to keep them in awe, and tye them by fear of punishment to the performance of their Covenants . . ." [44] State, based on Hobbes reasoning, is therefore a necessary institution. Good or bad, it is better than having none at all. It justifies strong and authoritarian state and leaders
On the other hand, lets look at the postmodern theory of the state, which basically antiauthoritarian and anti – estate. “Postmodernists, and many others, argue that in the modern world, all the characteristic of the state are in play. Borders are porous to people, money, disease and pollution. People are increasingly mobile, less – and – less attracted to one place and to one jurisdiction or nation. Business is increasingly global. Many modern transactions are now virtual, accomplished electronically and without respect to national boundaries; and, too, transactions are increasingly difficult to tax and regulate. Enemies of the state might be other nations; but they might, as the United State learned on September 11, 2001, be stateless movements or groups. Wealth has less and les to do with fixed property and the production of goods, and more and more to do with information and ideas. Information and ideas are difficult to contain and manage by one state because thy have nothing to do with borders or sovereignty”[45]
3.0. The Theoretical and Conceptual Framework of the Study
3.1. The Theoretical Framework
3.1.1. The Systems Theory
It one of the meetings with my adviser and chair of the panel, it was discussed that to improved the framework that I first presented, we should make the Systems Theory, specially its concept of interrelatedness of parts, as the main theoretical framework that will put together the other minor frameworks or concepts that may be useful in the paper, and so the framework was revised into the present form.
Although Marx, Darwin and Hegel used systems theory in their works, in was used by a biologist L. von Bertalanffy in 1968, as a basis for a field of study in a multidisciplinary field popularly known as “general system theory”. This theory has a wide application in a lot of fields. “System theory is the transdisciplinary study of the abstract organization of phenomena, independent of their substance, type, or spatial or temporal scale of existence. It investigates both the principles common to all complex entities, and the (usually mathematical) models which can be used to describe them. A system can be said to consist of four things. The first is objects – the parts, elements, or variables within the system. These may be physical or abstract or both, depending on the nature of the system. Second, a system consists of attributes – the qualities or properties of the system and its objects. Third, a system had internal relationships among its objects. Fourth, systems exist in an environment. A system, then, is a set of things that affect one another within an environment and form a larger pattern that is different from any of the parts.”[46]
Figure 7: Simple System Model. | Source: Littlejohn (1999)
Conceptual Model
Frederickson indexed systems approach as a way to explain institutional theory. He said that “as the importance of sovereignty and jurisdiction erode in an increasingly fragmented state, institutional theory retains the capacity to explain relationship between and within the various administrative units that make up the centralized whole.”[47] The System approach views the government as an organization which is unified and purposeful with interrelated parts. The activity of any unit of the government influences in varying degree the other units. The government manager can not confine itself with the parochial organizational chart of his organization but has to work within the context of a larger enterprise.
The system theory is used in this paper by way of treating the input factors, the processes and the output/outcome as interrelated parts and part of the whole system which is eclectic governance applied in Marikina during the Fernando Administration.
3.1.2. The Input – Process – Output (IPO) Model
The IPO Model is very much related to the Systems Theory and is part of my original framework but being a model only, it is less academically encompassing than the Systems Theory ( a model is less superior than a theory), and hence, the use of Systems Theory as the main framework is justified. However, the succinctness and clarity of the IPO Model could be of good use to the new framework that is used in this paper, so, the model became a major part of the framework.
Governance has become both as a philosophy and a political strategy. It can be seen as hierarchies, markets, networks communities, steering, coordinating and a process. Governance – as – a – process, as an approach, is “often argued to focus more on process and outcomes than on formal institutional arrangements. This is largely because governance, with its encompassing and contextual approach to political behavior, often is less concerned with institutions than with outcomes.”[48] Despite of this, institutional arrangements remain to be important because they determine the role of the instrumentalities of the state in governance. Thinking governance as a process is important because it is not about the structure but a process which requires input and produces output/outcome, falling within the ambit of management science in the input process output (IPO) model. “In the IPO model, a process is viewed as a series of boxes (processing elements) connected by inputs and outputs. Information or material objects flow through a series of tasks or activities based on a set of rules or decision points. (Harris & Taylor, 1997) Flow charts and process diagrams are often used to represent the process. (Harris & Taylor, 1997) What goes in is the input; what causes the change is the process; what comes out is the output. (Armstrong, 2001)”[49]
Figure 8: A Classical IPO (Input, Process, Output) Diagram[50]
This process theory, or IPO Model is the main framework where we this paper will put together the events, personalities, era, innovations, and result.
3.1.3. The Good Governance Theory
As mentioned earlier, the concept of good governance was not well discussed in the Frederick and Smith’s book but it is a good framework of evaluating a process and an outcome, hence, it appeared in this paper.
Underdevelopment is partly caused by poor governance and it has a bigger impact on the weaker and poorer sector of the society. Good governance is one of the pillars of ADB’ Poverty Reduction Strategy. ADB's approach to governance recognizes four key interrelated elements that are necessary to sustain efforts and come out with results, namely: accountability, participation, predictability and transparency.
Another international agency, the UNDP enumerated 9 elements of good governance. Participation means that all men and women should have be able to directly or indirectly voice their concerns in the decision making. Participation as an element is grounded on the freedom of speech and association. Another element is the rule of law, meaning, the legal frameworks, especially on human rights should be applied impartially and fairly. Then, there is transparency, which is built upon free flow of communications. It basically allows stakeholders to search for information that are relevant to their concerns, especially on the area of curving abuses. Another element is responsiveness which is making sure that processes and institutions are serving the needs of the stakeholders. Good governance is also about concerns about getting consensus, government being able to mediate among differences among different groups. Then, there must be equity, where all men and women must have opportunities to pursue and maintain their well being. Another element is effectiveness and efficiency, making the best use of limited resources in answering the needs of the stakeholders. Then there is accountability, making government officials liable for their actions and decisions. The last element is strategic vision, which means that leaders have a good view of broad and long - term perspective of the institution.
The paper will use the good governance concept of ADB specifically in evaluating the output and outcome of the innovations of the Fernando Administration in Marikina.
3.1.4. The Post Modern Theory
Post modern theory is part of the public administration theories discussed in the Frederickson and Smith’ book, but in the judgment call of the writer of this paper, this could be a theory that could add spice to the main theoretical framework, specially in the area of creativity in running local governance because of its sense of “what’s next”, meaning, the its sense of continuity that given a set of exhausted public administration theories, there could be an angle of alterity or the other side of the coin, that could in a way enrich the public administration as a discipline. In a way, it could justify the eclectic approach to local governance as, in a way, some form of a post modern theory.
As a part of theoretical framework, post modern theory serves as justification for any interpretation, or findings or conclusion that may not fall within the mainstream of any academic discipline. If we take into account that the postmodern public administration is the anti thesis of the logic of objective science and positivism, as well as the logic of alterity, or a forthright concern for the “moral other” on the part of the public administrators (see previous discussion), then, post modern theory is a viable part of framework. This paper is expected to come out with a set of conclusions that are based on the specific circumstances of Marikina during the Fernando Administration, and even attempt to put forward an approach to local governance, eclectic governance, that is. This governance approach, that this paper intends to elucidate through actual experiences from the field, could fall within a post modernist mantle since it is basically an approach that reacts to a package of purists public administration theories , hence, the necessity to adopt post modern theory a one of the frameworks of this paper.
3.1.5. The Management Concepts
One intended effect of this paper is not only to capture into the public administration discipline an eclectic approach to local governance by way of showing an example through an era of government in Marikina, but to show an eclectic way of approaching a study: using the concepts that are not only parochial in one academic discipline but also concepts that exist in other disciplines. In a way, public administration, is by itself, eclectic and for it to grow further, it should pursue its posture of eclecticity. And so, the paper decided to pick up from the academic discipline of pure business management two important concepts, that of benchmarking and total quality management (TQM), which will hopefully shade light to some approaches of the Fernando Administration and to some approaches of the way this paper was written. The essence of benchmarking of copying good ideas, and TQM’s continuous improvement, are very much present in the Fernando Administration. It will be a lost to the ‘eclectic approach to local governance”, an attempted pioneering concept in public administration, if we will not include benchmarking and TQM simply because they are not purely public administration concepts but that of business management. Academic hooliganism is not healthy to humanity’s quest for knowledge.
3.1.5.1. Benchmarking
Benchmarking as one of the frameworks of this paper believes that if the writer will just stick with the best practices in dissertation writing, then, it will necessarily lead to a good paper. The best practices in the dissertation writing are enshrined with the UP NCPAG system, and all the writer should do is to comply and excel in those practices, including the deadlines and reporting system.
“Benchmarking is the process of identifying "best practice" in relation to both products (including) and the processes by which those products are created and delivered. The search for "best practice" can taker place both inside a particular industry, and also in other industries (for example - are there lessons to be learned from other industries?).The objective of benchmarking is to understand and evaluate the current position of a business or organization in relation to "best practice" and to identify areas and means of performance improvement.”[51]
To apply benchmarking, it is necessary to look for outside practices – business, organizations, regions or country - and examine how they achieve their performance level. In doing so, benchmarking helps the user to understand the secret behind a successful performance. The lessons that are derived from benchmarking can be used to improve the performance of the host organization.
Benchmarking involves four steps, namely: understand in detail existing business processes, analyze the business processes of other organizations you want to and benchmark, compare own business performance with that of others analyzed and finally, implement the steps necessary to close the performance gap.
Benchmarking should be considered as a regular part of operations in keeping abreast with the best practice in the industry. There are a number of different types of benchmarking, namely: strategic benchmarking, performance or competitive benchmarking, process benchmarking, external benchmarking, internal benchmarking, functional benchmarking, functional benchmarking and international benchmarking.
3.1.5.2. Total Quality Management
Statistical Quality Control (SQC), a theory developed by Dr. W. Edwards Deming is the cornerstone of the Total Quality Management (TQM) concept. TQM is about continuous improvement to satisfy the customers. To achieve this, a TQM program must be initiated covering all aspects of company operation, not only on quality control. TQM is one of the NPM concepts mentioned in the book of Frederickson with the end view of using the same principle of customer’s satisfaction in the public service.
“TQM can be defined as the management of initiatives and procedures that are aimed at achieving the delivery of quality products and services. A number of key principles can be identified in defining TQM, including:
Executive Management – Top management should act as the main driver for TQM and create an environment that ensures its success.
Training – Employees should receive regular training on the methods and concepts of quality.
Customer Focus – Improvements in quality should improve customer satisfaction.
Decision Making – Quality decisions should be made based on measurements.
Methodology and Tools – Use of appropriate methodology and tools ensures that non-conformances are identified, measured and responded to consistently.
Continuous Improvement – Companies should continuously work towards improving manufacturing and quality procedures.
Company Culture – The culture of the company should aim at developing employees ability to work together to improve quality.
Employee Involvement – Employees should be encouraged to be pro-active in identifying and addressing quality related problems.”[52]
As one of the theoretical /conceptual frameworks used in this paper, the TQM principle of “even small but cumulative improvements” is good enough is used in this paper. That one does not have to wait for a great big thing to overhaul the whole system, small incremental and continuous improvement is acceptable. This paper which seeks to compare the public administration theories with actual and live examples and used heavily data from worldwide web is another angle of a TQM framework which this paper seeks to show.
3.2. The Conceptual Framework of the Study: the Eclectic Processes of Governance
3.2.1. The Concept as Used in the Study
According to Dictionary.Com , eclectic as an adjective means “selecting or choosing from various sources, or made up of what is selected from different sources, or not following any one system, as of philosophy, medicine, etc., but selecting and using what are considered the best elements of all systems.” [53]
Eclectic processes of governance or eclectic governance for short, the way it was intended in this paper, is a post modern theory of governance that says that there is no one system or one theory that can cure all the illnesses of human society. Governing, or leading, or managing or administering a society towards an outcome or a vision may realistically need leaders or managers or administrators to be “selecting and using what are considered the best elements several systems, theories, concepts and approaches” that in his judgment call in a given circumstance, may seem to be the best option to take. This approached may skew governance into the side of art because it will emphasize more on the applications; and the assessment of the impact of the application will be dependent on the lens of the stakeholders and their interest at the times the impacts were being studied.
The paper will use the process flow framework– input, process, output/outcome in showing specific circumstances of Marikina as way of proving the application or applicability of eclectic governance process in the ground level. The outcome will be defined by the definition of good, that which serves the purpose, in the lens of the constituencies. The ADB’s definition of good governance will be used to evaluate the outcome of the initiatives of the Fernando Administration.
Is the “eclectic approach to local governance” an original concept of this paper? There must be a basis for a claim, in any which way. The worldwide web is used by 1,966,514,816 people all over the world as of today from 6,845,609,960 world population representing 28.7% of the population. The usage of the worldwide web increased by 444.8% from December 2000 to the present.[54]
What is the point? If we can prove that based on the two leading search engines in the web: Google Search and Yahoo Search that nobody had put forward yet the “eclectic approach to local governance”, then, we can fairly conclude that based on the worldwide web’s leading 2 search engines, only 1 so far has put forward this concept, making this paper one of the pioneers on the study of the approach.
Based on “deep search process” (put close and open parenthesis on the topic being searched), a more accurate way of searching “eclectic approach to local governance”, and the following result were discovered:
Figure 9: Google Results on Deep Search of Topic “Eclectic Approach to Local Government”
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1. Google result: it says “1 Result”
File Format: PDF/Adobe Acrobat - View as HTML
As a result of this eclectic approach to local governance, a number of different local institutional approach towards diversity emerged. ...
fbieber.files.wordpress.com/2009/02/2005-cornell.pdf
2. Yahoo result:
We did not find results for: +"eclectic approach to local governance".
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Therefore, this paper is now concluding that as of today, August 20, 2010, based on the deep search on the topic “eclectic approach to local governance” in the two leading search engines of the world in the worldwide web which is used by 28.7% of the world’s population and still growing, this paper seems to be one of those in the pioneering works in the study of eclectic approach to local governance.
3.2.2. The Study Process Flow Chart
The main theoretical framework of the study is the System Theory, particularly the IPO Model as shown in figure below:
Figure 10: The Study Process Flow Chart
EXTERNAL
ENVIRONMENT
-GLOBAL
-NATIONAL
-LOCAL
INTERNAL
ENVIRONMENT
MARIKINA CITY
GOVERNMEMNT
-VISION/MISSION
-STRUCTURE
-FUNCTIONS
-OPERATIONS
PROCESSES
-INNOVATIONS
-PROJECTS
-LEADERSHIP STYLE
BF
MCF
OUTPUT
-AWARDS/RECOGNITIONS
-ELECTION RESULTS
-PERCEPTIONS
PUBLIC
CITY HALL EMPLOYEES
OPPOSITION
ELECTED OFFICIALS
EVALUATION
-PUBLIC ADMINISTRATION THEORIES
-GOOD GOVERNANCE THEORY
CONCLUSION
3.2.3. The Eclectic Approach to Local Governance and the Study Process Flow Chart Explained
The input constitutes the givens of the study. There are two kinds of inputs: the external and the internal inputs. The study assumes that the Marikina City government is the organization that is at the focal point. The internal environments of the organizations are those factors that it can influence or craft by itself as an organization. It includes vision/mission of the organization, structure, functions, and operations. The vision talks about the dreams of the Marikina City government as to what it intend s to happen for Marikina in the future. The mission talks bout the ways to attend the vision. The structure is about the way the whole city government was set up as shown by the organizational structure. It will include the elective and the appointive personnel. The appointive personnel also include the locally appointed, the nationally appointed and the volunteers. The functions will include the mandate of offices and structure of the city government. The operations will include the projects and programs being implemented by the city government. The external input will include the global environment, national environment and the Marikina local environment. The external environment is beyond the control of the organization, the Marikina City government.
The inputs are facts that can stand by themselves, but based on the Systems Theory, these inputs are part of a whole interrelated system that influences the other parts of the system. This was shown in the IPO Model that is use in the framework.
The process will show the activities, the play, and the interactions of the inputs as they are subjected with a process we collectively tag as “eclectic approach to local governance”. The process includes the innovations, projects and the leadership style of Bayani Fernando and Marides Fernando. In our meeting with my adviser and the chair of the panel, it was decided that the two mayors are part of the process that did something to the inputs and other parts of the process that eventually led to outputs/outcomes.
The outputs/outcomes will be what came after the inputs were subjected to the processes as per the parameter of the research. The framework wishes to pursue the so called “eclectic approach to local governance” in running an LGU in which given some inputs, a combination of ways coming from different intellectual disciplines can be applied to come out with a result. These will shown in the programs, innovations and approach that were initiated by the Marikina City thru it leaders. The result may be subjected to debates as to its effectiveness, but this framework will show that whatever are the circumstances of an LGU, there are processes that can be manipulated to approximate an outcome. This will provide a source of wisdom and intellectual liberty to the leaders and the people of any LGU by realizing that in governance and in public administration, there is no “one best way” but a conscious use of different intellectual, public administration and governance tools, in an eclectic way as per the judgment of the actors based on the unfolding of events. Specifically, the outputs /outcomes will be documented by way of the awards and recognitions the Marikina City government garnered during the era under consideration. The election results of 2010 can also be a good indication of an output/outcome because it is a form of judgment to the performance of the city government for the last 18 years. Public perceptions that can be derived through surveys, interview, FGD and observations are rich sources of the assessment of the outputs/outcomes. The different sectors and stakeholders will be a good source of perception: the public, the city hall employees, the opposition and the elected officials.
The processes and the outcomes will be evaluated through the lens of the public administration theories and the ADB’s concept of good governance. A matrix of innovations, projects, approaches as well as some outcomes will be matched with the public administration theories and the concept of good governance. Hopefully, a trend or pattern will be detected and the good conclusion will be deduced.
The framework fits within the Systems Theory because of the interrelated of its parts. In fact, ideally, the trend or pattern or conclusion should be a good input to the Marikina City government which technically completes the whole cycle from input, to process, to outcome and to conclusion and back to input.
4.0. The Research Methodology
This chapter will discuss the methodology of the study. It will describe the research design, techniques in gathering data and the selection of mini cases to be studied.
4.1. The Research Design
The writer of this paper has experiential knowledge of both Marikina and the Fernandos – having grown in Marikina, been allied, then opposition then allied again of the Fernandos in the span of 18 years. The intention of this paper is to document the case of Marikina under the Fernando Administration with the lens of the different sectors. The primary sources of this paper are the experiential knowledge of the author as an objective participant of Marikina Case, the interviews to the different sectors, the focused group discussions, purposeful sampling surveys.
The paper is a dissertation which should demonstrate doctoral level scholarship. The primary audience for the findings is the doctoral committee. The researcher will be guided by his academic degree: Doctor of Public Administration.
This paper is qualitative; as such it will be guided by the following:
We will use purposive sampling – samples are selected because they are information rich and illuminative. Sampling, then, is aimed at insight about the phenomenon of interest, not empirical generalizations from a sample of population. The result of the survey will show the perceptions of the different clusters sampled. Qualitative data are observations that yield details and thick description. The researcher has a direct contact with and gets close to the people and situation and phenomenon under study. The research will show an emphatic stance in interviews by seeking vicarious understanding without judgments. The researcher will focus attention to process. It will assume that changes are on going whether focused in an individual, an organization, a community or a culture. The analysis will bring true to, respecting and capturing the details of the individual cases that will be studied, to be followed by a cross – case analysis. Inductive analysis and creative synthesis will require immersion in the details and specifics of the data to discover important patterns, themes, and interrelationships. It will answer the questions what is really going on in the real world? What can we established with some degree of certainty? It will look for probable concept or approach that may emerge from systematic comparative analysis and will be grounded in field works so as to explain what will be observed. It will understand the nature and sources of human and societal problems. It will focus on questions that are important to the society. The research is focused on Marikina City, picking cases that meet some criterion. It will try to learning from an unusual manifestation of phenomenon of interest. It will illustrate characteristics of a particular subgroup of interest and facilitates interaction with individual or groups as the primary units of analysis. It will recognize the fact that critical or major events can constitute self contained descriptive units of analysis.
Specifically, one of the focuses of the research design will be on the innovations and approaches of the Fernando Administration because this will differentiate this study from a future studies on particular era in Marikina:
The Fernando family came from the Angkan ng Fernando (the Fernando Clan) in Marikina with one of its great descendants was a governadorcillo. In the modern times, it was Mayor Gil Fernando who started to strengthen the family. His son Bayani Fernando further consolidated the clan and later his wife, Marides Fernando, who was also the sitting Mayor further strengthen the family's grip on Marikina's politics. Bayani Fernando has no son. He has one daughter, a 23 - year - old Tala Fernando who was educated in the US.
The enactment of the Local Government Code has effect on the income of Marikina and its subsequent quest for city hood.
What are the innovations initiated during the time of former Marikina Mayor Bayani Fernando and Mayor Marides Fernando? This can be pursued through secondary data reviews and surveys? What are the key theories of public administration as per the writings of H. George Frederickson? This can be achieved by thorough reading and simplification of his theories in his book. Among the Innovations in Marikina, which of them will fall in some specific theories discussed by Frederickson? This can be achieved by coming out with a Matrix:
Innovations Selected vis a vis Public Administration Theories
Figure 11: Public Administration Theories/ Innovations Matrix
What are the perceived leadership style of Bayani and Maria Lourdes that makes them good leaders? What are the effects of the different innovations in Marikina to the different sectors of the community? This can be achieved through a survey tabulated into this Matrix:
Innovations Different Sectors in the Community
Figure 12: Public Administration Theories/Sectoral
Is the Fernando Administration a result of an “eclectic approach to local governance” in public administration; that is, applying public administration theories selectively in governing a City that resulted in a positive way?
4.2. The Data Collection Techniques
We will be using the following data collection schemes:
4.2.1. Review and Analysis of Government Agencies’ Documents
Official documents and publication from the Marikina City Hall and other government agencies will be the source of our secondary data. Some secondary data will also came from the worldwide web specifically, Google Scholar. Some of the official publications include year book, annual reports, state of the city address speeches, treasurer’s report, local legislations, MOAs, agreements, annual and long term plans and a couple of official community news publication. We will use historical method in research through review and document analysis. MCF, Bf and the City Administrator will be interviewed.
4.2.2. Key Informant Review
The primary data will be gathered through blind interviews and surveys among the employees of the city hall and barangay hall. The timing is good because the Fernandos are not in power anymore so respondents will be more objective. We will also interview ordinary citizens. We will use guide and schedule to be designed and formulated based on the research problems.
4.2.3. Focus Group Discussions
The focus group discussion will be very helpful in validating the result of the blind interviews. It will be conducted among selected businessmen, civic leaders, city hall and barangay officials. The FGD will enable the researcher to gather data, information and opinions that are commonly shared or differently held by informants about the Fernando Administration.
4.2.4. Survey
Surveys using quota sampling on the youth, business, and religious as well as the women sector will be conducted. This is basically done to get the perception of the different sectors on the Fernando Administration. The survey will also hope to surface the economic condition of the people a perceived by the different sectors and the standard of living in general. The survey will also hope to surface the perceived innovations that the Fernando Administration is credited for and their perception on those innovations. The clusters will be the youth, women, government employees and political leaders.
4.2.5. Direct Observation
To further validate the information derived from surveys, interviews and FGD, especially on the area of perceptions on the economic conditions of the community or sector, direct observation will be done. This will also validate the innovations and projects that were enumerated or forgotten along the primary data gathering.
4.3. Data Analysis
Survey results will be analyzed and a summary of informant findings or recurring opinions or perceptions will be noted. In the survey, Likert scale will be used in which respondents will be asked to select an option which is aligning with their views. They may agree or disagree in varying degrees and this will be reflected in the analysis of survey data. The blind interviews and FGD will be taped and the dominant and recurring perceptions and insights will be noted. The results of the surveys, FGD and interviews will be triangulated with the secondary data and direct observations. The innovations will be plotted against the theories and concept from the secondary data to determine the extent to which theories are knowingly or unknowing utilized during the Fernando Administration.
4.4. Sampling Techniques
Because this paper is qualitative in nature and a case at that, we will use purposeful sampling – samples are selected because they are information rich and illuminative. Sampling, then, is aimed at insight about the phenomenon of interest, not empirical generalizations from a sample of population. The result of the survey will show the perceptions of the different clusters sampled. Qualitative data are observations that yield details and thick description. This is in accordance with the book entitled Qualitative Research and Evaluation Methods, 3rd Edition, by Michael Quinn Patton, which we used at the 399 class of Prof. Peter Malvicini, PhD (Cornell University)
Exhibit A: The Globalist Manifesto[55]
“Someday, this world will be peaceful, united, educated and prosperous. There will be no
war, no poverty, and no discrimination. A world able to protect itself from global
warming, over consumption, nuclear disaster, pollution, acid rain, ozone layer depletion,
and AIDS. A world that is able to practice sustainable development, protection of
environment and responsible parenthood. There is a world future where there will be no
national boundaries, no racial discrimination, nor religious fanaticism.
Because every human being is a child of God, everyone is equally important and deserves
to enjoy human rights, freedom, happiness and prosperity. The citizens of the world have
the duty to act towards this vision, in wherever, whenever, and whatever they can within
their status in life. As soon as possible, and through a democratic consensus of all nations
via global plebiscite and a drafting of a global constitution through an international
constitutional convention, the goal of the citizens of the world is to set up a single and
unified global government with police powers, powers to tax, and has the power of
eminent domain.
This task is arduous and long, but there is no justification for any armed solution in
pursuance of this vision. Diplomacy should be the only way.
The global government will have judicial, executive, and legislative branches; a
government-financed two-party system from the global presidency down to village level;
with one monetary system, civil service system, electoral system and an economic system
grounded on free enterprise. A global president, vice-president, a chamber of hereditary
leaders and a chamber of territorial representatives will be popularly elected. The
territorial divisions of the world will have governors, vice governors, and territorial
representatives who will also be popularly elected. The cabinet heads of the global
government and as well as that of the geographical divisions, should come from the
popularly elected representatives of the territorial divisions.
There are Ten (10) Stages towards the formation of the Global Government: 1.
Information drive and leveling - off using the Globalist Manifesto 2. Formation of the
critical mass of global advocates from every corner of the world. 3. Formation of the
International Global Government Organizing Committee. 4. International Convention to
Draft the Global Constitution. 5. International Plebiscite on the Global Constitution. 6.
Formation of the global two - party system. 7. Election of the Global President, Vice-
President, Territorial Representatives, and International Council of Hereditary Leaders. 8.
Appointment of the Global Cabinet from among the Territorial Representatives. 9.
Formation of the Global Seat of Government, Armed Forces and Central Bank.
10.Managing the world towards lasting peace and prosperity.
This manifesto should be advocated worldwide to kings, queens, heads of the states,
heads of the government, diplomats, military leaders, educators, scientists, church leaders,
business leaders, personalities, thinkers and everyone. Leaders from all over the world
would advocate this vision and one of them should become the founding president of the
global government with the rest as the founding fathers. YOU COULD BE ONE OF
THEM.”
(The original manuscript of this manifesto emerged from the classroom of the Master in
Development Management, Class of 2003,at the Asian Institute of Management, Makati
City, Philippines, on October 18, 2002. The purity of this manifesto should be maintained
to avoid misunderstandings as we go on our journey towards the Global Government
someday. That government may not happen within your personal lifetime but it will come
within the time of the Creator.)
Exhibit B: Marikina City Hall Departments [56]
Building and Grounds Maintenance Division (BGMD)
Direct line: 646-0306 or local 224
Cynthia Famularcano
Business Permits and Licensing Office (BPLO)
Direct line:646-2354 or local 218
Atty. Nancy V. Teylan
Center for Excellence Office (CENTEX)
Direct line:682-9280 to 70 local 228
Juliet M. Borje
City Accounting Services Office (CASO)
Direct line: 682-9282 or local 225
Erlinda G. Gonzales
Direct line: 646-6518 loc 203
Victoriano A. Sabiniano, Jr.
Direct line: 646-0352 or local 212
Jose T. Nuñez
Direct line:646-6450 or local 222
Zenaida M. Santos
District I: Direct line:647-3123
District II: Direct line:647-3122
Direct line: 948-1201 to 02
Jaime S. Perez
Direct line: 933-5710, 948-1206 or 948-1202
Alfonso Espiritu
City Enviroment Management Office (CEMO)
Direct line: 948-1204 / 05
Gloria C. Buenaventura
Direct line : 997-1108 or 942-2359
Alberto Herrera
Direct line: 646-6517 or local 206
Florella B. Almarez
Direct line: 646-0365 or local 205
Janet Obispo
City Transportation Management and Development Office (CTMDO)
Direct line: 948-1208/ 430-9706
Rommel C. Felipe
Direct line: 6461623 loc. 223 / 6466453
to 54
Mr. Ricardo Castro - City Treasurer
Direct line: 475-4719
Manuel C. Carlos
Community Relations Office (CRO)
Direct line: 646-6516 loc. 227
Harvey Curry
Direct line : 646-0462, 646-6519 or
local 215 or 224
Ryan Salvador
Marikina Citizens First - Privilege Card
Direct line: 646-0373/646-2370 or local 214
Teodora D. Coronado
Management Information Systems and Call Center (MISCC)
Direct line: 646-2731 / 646-3375
Felicisimo Salvador
Marikina City Development Authority
Direct line: 6460385
Josephine N. Alarcon
Marikina City Development Authority-Construction (MCDA-CONSTRUCTION)
Direct line: 948-1210/ 430-9711
Eddie Mojar
Marikina City Development Authority Planning (MCDA-PLANNING)
Direct line: 682-9571 loc 210
Tomas C. Aguilar
Direct line : 943-1483, 399-4502
Vic Jayson Cruz
Marikina Cultural Tourism Trade & Investment Promotions Office (MCTTIPO)
Direct line: 646-3787, 430-9700
Maria Theresa L Atanacio
Marikina Public Market Office (MPMO)
Telefax 646-1996/ 934-4871
Ramonito Viliran
Marikina Settlement Office (MSO)
Direct line: 646-2317 or local 209
Carlota V. Contreras
Direct line: 646-1635 or 682-9573
Angelito A. Llabres M.D - OIC
Direct line: 682-9281 or local 221
Placisda Nuñez
Office of Public Safety and Security (OPSS)
Direct line: 430-9742
Ret.Maj. Renato Sto. Domingo
Office of Senior Citizens Affair (OSCA)
Direct line: 998-1181 loc. 227
Mr. Rodolfo J. de Guzman
Direct line: 645-6407 or 647-3119
Romulo T. Cruz
Parks Development Office (PDO)
Telefax: 681-2130 or 681-2133
Felix Romeo Q. Maderal
Public Information Office / DZBF (PIO)
Direct line: 646-6451/ 646-2360 or local 230
Paul Edward P. Sison
Direct line: 161, 646-0427 / 646-2436 to 38 Jenny Fernando
Social Welfare Development Office (SWDO)
Direct line: 933-3073
Nadeia Sarte
Telephone: 647-44-21
Perlita A. Espinosa
Public Employment Service Office
Direct line: 646-1621/ 681-9277
Gildegardo R. Munar
Exhibit C: City Awards and Recognition, 2008
Exhibit D: Barangay Statistics [57]
District
District 1
District 1
District 2
District 2
District 2
District 1
District 1
District 2
District 2
District 2
District 2
District 1
District 1
District 1
District 1
District 2
-
Zip Code
1803
1801
1811
1807
1810
1802
1804
1805
1810
1808
1809
1801
1800
1800
1803
1805
-
Area (has.)
116.96
72.24
184.25
212.91
219.36
64.5
82.34
87.37
205.76
181.68
164.20
108.79
44.29
145.55
77.83
181.97
2,150
Population ('07)
27,805
20,997
25,717
35,140
30,969
18,744
13,183
52,110
38,256
50,576
26,319
22,244
8,006
36,865
13,807
32,071
479,394
[1] http://en.wikipedia.org/wiki/Marikina_City, dated September 5, 2010
[2] http://dictionary.reference.com/browse/science
[3] Dictionary.Com http://webcache.googleusercontent.com/search?q=cache:p10RIQzN8_gJ:dictionary.reference.com/browse/art+definition+of+art&cd=2&hl=en&ct=clnk
[4] http://www.thefreedictionary.com/good
[5] http://en.allexperts.com/q/Marketing-1090/globalization.htm
[6] http://en.wikipedia.org/wiki/Presidency_of_Fidel_V._Ramos
[7] http://en.wikipedia.org/wiki/Joseph_Estrada
[8] http://en.wikipedia.org/wiki/Presidency_of_Gloria_Macapagal-Arroyo#Economy
[9] "Philippines : Gov.Ph : About the Philippines :". www.gov.ph. http://www.gov.ph/aboutphil/a10.asp. Retrieved 2009-03-28.
[10] http://www.pcij.org/blog/wp-docs/Dumogho_LGC_Relevant_Provisions.pdf
[11] Academic Dictionaries and Encyclopedias ( http://en.academic.ru/dic.nsf/enwiki/634836 ) August 20, 2010
[12] History (http://www.marikina.gov.ph/PAGES/history.htm ) August 20, 2010
[13] http://en.wikipedia.org/wiki/Marikina_City
[14] http://www.chanrobles.com/republicacts/republicactno8223.html
[15] http://www.marikina.gov.ph/PAGES/Mission.htm
[16] http://www.lawphil.net/statutes/repacts/ra1991/ra_7160_1991.html
[17] http://www.marikina.gov.ph/PAGES/orgstuc.htm
[18] http://www.marikina.gov.ph/PAGES/orgstuc.htm
[19] Information Handbook on Community Policing and Police Procedure, City Government of Marikina.2003.p. vi
[20] Marikina Citizens’ Factbook, A Guide to Key Government Services, Second Edition, 2007. p.6
[21] http://www.marikina.gov.ph/PAGES/historyII.htm
[22] http://www.citymayors.com/mayors/marikina-mayor.html
[23] Marikina Citizens’ Factbook, A Guide to Key Government Services, Second Edition,2007
[24] Marikina City, The Past 15 Years.PIO.City Government of Marikina.p.12.
[25] Fernando, Bayani. Disiplina sa Bangketa.MMDA.2006-2009.p.4
[26] Gonzalez, Dennis T. The Will to Change. Marikina and Its Innovations. City Government of Marikina and the Ateneo School of Governance.2009.p.89
[27] http://en.wikipedia.org/wiki/Marikina_City
[28] https://sites.google.com/site/marikinanews/
[30] http://www.marikenya.com/2010/05/official-election-results-for-national-positions-in-marikina/
[31] Frederickson, H. George and Kevin B. Smith.2003.The Pubic Administration Theory Primer. Colorado: Westview Press, pp.37
[32] Ibid, pp.38
[33] Ibid
[34] Ibid, pp.41
[35] Ibid, pp. 68
[36] Ibid, pp. 124
[37] Ibid, pp.159
[38] Ibid, pp. 165
[39] Ibid, pp. 164
[40] Ibid, pp. 185
[41] Ibid, pp.205
[42] Ibid, pp 210
[43] http://www.esiweb.org/index.php?lang=en&id=82 September 4, 2010
[44] Ibid
[45] Frederickson, H. George and Kevin B. Smith.2003.The Pubic Administration Theory Primer. Colorado: Westview Press, pp.153
[46] http://www.utwente.nl/cw/theorieenoverzicht/Theory%20clusters/Communication%20Processes/System_Theory.doc/
[47] Frederickson, H. George and Kevin B. Smith.2003.The Pubic Administration Theory Primer. Colorado: Westview Press, pp.236
[48] Koolman, Jan.2002. Governing as Governance, London: Sage Publications.
[49] http://ivythesis.typepad.com/term_paper_topics/2008/01/the-theoretical.html (September 4, 2010 )
[50] http://www.google.com/search?hl=en&q=%22The%20Process%20Theory%20of%20management%22&lr=lang_en&sa=N&tab=sw#hl=en&lr=lang_en&tbs=lr%3Alang_1en&q=input+process+output+diagram&aq=6&aqi=g10&aql=&oq=input+proce&gs_rfai=&pbx=1&fp=5673716d440c1f33
[51] http://tutor2u.net/business/strategy/benchmarking.htm
[52] http://logistics.about.com/od/qualityinthesupplychain/a/TQM.htm
[53] http://dictionary.reference.com/browse/eclectic (August 21, 2010 )
[54] http://www.internetworldstats.com/stats.htm (August 20, 2010)
[55] http://www.edmorato.com/public/public/index.php?cat=3&scat=1
[56] http://www.marikina.gov.ph/PAGES/cityhalldepts.htm
[57] http://en.wikipedia.org/wiki/Marikina_City
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