Chapter 035: "Theories of Public Management on Local Governance, the Case of Marikina from 1991 to 2010" by Prof. Toti Dulay

Theories of Public Management on Local Governance, the Case of Marikina from 1991 to 2010

Toti Dulay, Professor, Far Eastern University

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

CHAPTER 1

THE RESEARCH PROBLEM

1. Background of the Study

One of the prevailing situations in the local governance scenes in the Philippines, as influenced by the Local Government Code, is that the elected government officials such as the city mayors, vice – mayors and the city councils run for the office every three years for a maximum of three terms.

This situation has several implications.

There is a strong possibility of a very fast turn over of elected government officials in some local government units. This fast turn over would imply the probability of discontinuance of projects, innovations and leadership style, some of these discontinued projects may be good to the public. Long term goals and strategies may be abandoned, even the vision – mission might be changed. Key personnel might be replaced. There will be a strong temptation for the incoming elected officials to leave a mark as soon as possible and therefore may initiate change for the sake of change. One of the effects of this situation is its impact of the quality of service to the public.

Another implication of this provision is that serving in an elective local post would be very expensive, such that if one will divide the annualized cost of the electoral campaign of a candidate over his annual salary, his salary is not enough to recover the campaign cost. This happens because by tradition, the Philippine politics is free – wheeling due to the fact of a weak government agency to implement election laws, and therefore, the elections expenses, before, during and after an election, tend to escalate. Because the government officials serve only for three years and will be disqualified after three terms and therefore, not enough time to recover campaign expenses via legal salary, the possibility of these officials to be corrupt is very strong, and therefore, will ultimately affect the public service on the negative side.

The last implication of a three – years – three terms local government elected officials tenure and has a relevance to this study is the strong possibility of winning candidates who are popular and has ability to win but do not have the necessary public management skills, and therefore, will ultimately sacrifice the interest of the public. There is even a strong possibility that the newly elected government official’s concept of governance may not be in line with the concept of good public governance.

This study will try to address the last implication mentioned above by showing the extent in which the Marikina City Government from 1992 to 2010 was able to apply the mainstream theories of public management. By doing so, the study will be able to provide some documented programs, styles, innovations, principles and philosophies that the said era of the Marikina City Government has done, and evaluated in terms of public management theories. This will be important to the newly elected local government officials who are in search of something to benchmark on. On the academic side, this study will be able to lay down and validate a range of mainstream public management theories. By using these theories as the validation lens of the doable concepts, innovations, projects, principles and philosophies that were done by the Marikina City Government on the mentioned era, this study will somehow show that academic theories in public administration as a discipline can really be useful in the actual running of a local government units, thereby bridging the gap between theory and practice.

There are justifications why the author decided to pursue this subject as his dissertation topic. As  a practitioner of public administration both in the academe (as a doctoral student) and in practice ( as a consultant of the Marikina City Mayor), it is the desire of the author to be able to put in print and in a doctoral way, this specific recipe of concepts, programs, innovations, projects, principles and philosophies that were done by the Marikina City Government on the mentioned era with analysis using the academic lens of the Theories of Public Management, and in the long run provide a basic document for local government officials, specially the newly  elected one in search of some basic papers to read on public administration. The author also felt that he can give a better analysis of the recipe of the concepts, programs, innovations, projects, principles and philosophies that were done by the Marikina City Government on the mentioned era because of the fact that the author grew up in Marikina and is very active in the affairs of the city local government, both as a private citizen, opposition at one time and administration in another time. The author felt that this Marikina City experience of the said era, his vantage position in city’s local government that enable him to provide cutting edge analysis, and the opportunity to write a document in a doctoral way using the lens of public administration theories under the supervision of the professors of the UP NCPAG is so great an opportunity to come out with an academically and practice – wise relevant output.

This paper is an effort to link and relate the effects of some provisions of the Local Government Code on local governance vis a vis how the Marikina City government has been run, along the lens of some academic public administration theories. In the process, this may help other local government by way of providing a benchmark and may also provide some insights to the public administration academic discipline as to the applicability of some of its theories on the ground level. This paper is an effort to bridge the gap between theories and practice.

Having already articulated on the background of the research, the paper wishes also to present, this time, a brief background on another subject of research: the Marikina City Government. The background on the theoretical basis of this study will be discussed separately on the latter part of the paper.

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 is known as the "Shoe Capital of the Philippines" because of its notable shoe industry. Just recently, the shoemakers in the city finished creating the World's Largest Pair of Shoes and it was only that the was recognized Guinness World Records. It has a Shoe Museum which houses famous shoe collection of the former First Lady Imelda Marco, shoes of different countries around the world, shoes of the world leaders, past presidents, famous celebrities and persons, etc.. It contains the largest collection of pair of shoes in the world.

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.

             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.

          B. The Public Management 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 Theories of Public Management 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.”[1]

          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.

          Local governance therefore may not require a purist set of principles like the Jeffersonian or Wilsonian or Hamiltonian governance, or any zero – sum game theory approach to the array of theories. If science is defined as “systematic knowledge of the physical or material world gained through observation and experimentation.”[2] And 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, 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, the application of the theories public management in local governance can be a good tool of the public servants and leaders if it can be proven that given a set of public management theories applied as a 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 direct application of the public management theories in local governance 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.

          Let this study add up to the initial collections of literatures of public administration theories applied in local governance.

C. Statement of the Problem

The main problem in which this study wishes to address is the fact that one of the prevailing situations in the local governance scenes in the Philippines, as influenced by the Local Government Code, is that the elected government officials such as the city mayors, vice – mayors and the city councils run for the office every three years for a maximum of three terms.

This provision of the Local Government Code leads to three probable implications, namely:

There is a strong possibility of a very fast turnover of elected government officials in some local government units. This fast turn over would imply the probability of discontinuance of projects, innovations and leadership style, some of which may be good for the public.

Another implication of this is that serving in an elective local post would be very expensive, such that if one will divide the annualized cost of the electoral campaign of a candidate over his annual salary, his salary is not enough to recover the campaign cost.

The last implication of a three – years – three terms local government elected officials tenure and has a relevance on this study is the strong possibility of winning candidates who are popular and has ability to win but do not have the necessary the needed public management skills.

And yet, the elected local public government officials can be confronted with so many public administration, management and sociological theories to choose from in running his local government units. It would be to the benefit of these elected officials of the local government units and the academic discipline of public administration as a whole 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 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 could be 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.

          Having said the main problem of the study in an a general introductory way, the paper will now proceed with the mutually exclusive sub – problems in logical order using the proposed conceptual framework shown on page ___?.

The first sub – problem has something to do with the set of independent variables which is the input in the IPO Model used in this study: the internal and external environment where the subject of the study, Marikina City Government from 1992 to 2010 happened. Specifically, the paper wishes to answer a cluster of questions regarding the internal environment of the Marikina City Government from 1992 - 2010 as inputs that might have interacted with the process (innovations, beliefs, projects and leadership) to arrive at a certain outcome: How do you describe the Marikina City Government?  What was their Vision – Mission? What are their structures, the functions and operations? The next cluster of questions is about the external environment of the Marikina City Government that existed in the era under consideration that might have influenced the internal environment of the city government as well as the process. The paper will answer the questions: What are the developments in the international scene that could have influence the Philippines at that time? As regards to the Philippines as an external environment of the Marikina City Government, the paper will try to answer discuss the political developments of the era as well as the Local Government Code. Finally under the external environment of the Marikina City Government of that era, there will be discussions on the Marikina local scenes which shall include the history of Marikina, the City Charter and the Law Redistricting Marikina.

The second sub – problem has something to do Process in the IPO        Model used that interacted with external and internal environment that furthermore resulted into a certain outcome. Specifically, this sub – problem will answer the following questions: What are the characteristics of the Fernando Clan; Bayani Fernando and Marides Fernando as Public Servants? This question will provide pictures on the leadership style of the Fernandos. As regards to what really were done, this question is being asked: What were the Governance Approaches, Innovations and Projects of the Marikina Government under the Fernando Administration?

The third sub - problem has to do with the public administration theories that will be used as lens in evaluating the process that have interacted with the inputs to come out with the output. Specifically, the paper will answer the questions: What are the main clusters of theories in public administration? What is basically the Theories of Public Management? What are the main propositions within the theories of public management that could be used as lens in evaluating the innovations, beliefs, projects and leadership of the Marikina City Government in that era mentioned?

The fourth sub – problem is about the output/outcome in the IPO Model used that resulted from the interplay of the inputs of external and internal environment with the process (innovations, beliefs, projects and leadership) from the lens of the public administration theories. Specifically, the paper will answer the following questions: What are the Awards and Recognitions for Marikina Government from 1992 – 2010? What are the Results of the 2010         National and Local Elections in Marikina City?

The last sub – problem that this paper will try to address has something to do with the learning and insights that could be generated by this study. Specifically, this paper will answer the following questions: Can the awards and recognitions won by Marikina City government be translated into votes to the candidates associated with the administration? If not, what could be the factors that led to the victory of the opposition in Marikina? What are the good and the bad programs the Marikina City Government has implemented, as perceived by the different sectors of Marikina society? What are the perceptions of the different sectors to the Marikina Government and its leaders during the era? Are the Fernandos intentionally implementing the Theories of Public Management during their era of governance in Marikina City, or they are just implementing ways based on their judgment calls in every given circumstances? What are the theories of public management that knowingly or unknowingly, has been used heavily by the Marikina City government during the era under study? What are the important insights and lessons to be learned if one will take into account the inputs, processes and outputs into the Marikina City government from 1992 to 2010?

D. Objectives of the Study

The main objective of this study is to document the prevailing situations in Marikina City from 1992 – 2010, as it was run by the Marikina City Government under the ambit of the Local Government Code, taking into account the fact that their elected government officials such as the city mayors, vice – mayors and the city councils run for the office every three years for a maximum of three terms. Under the prevailing situation, there is a strong possibility of a very fast turnover of elected government officials in some local government units, that serving in an elective local post would be very expensive, and lastly, that the winning candidates would be popular and has ability to win but do not have the necessary public management skills. The elected local public government officials can be confronted with so many public administration, management and sociological theories to choose from in running his local government units. This study may show samples of best practices or situational and homegrown approaches from which other local government units can benchmark.

Having said the main objective of the study in a general introductory way, the paper will now proceed with the mutually exclusive minor objectives, taken basically from the statement of the problems.

The first minor objective has something to do with the set of independent variables which is the input in the IPO Model used in this study: the internal and external environment where the subject of the study, Marikina City Government from 1992 to 2010 happened. Specifically, the paper wishes to answer a cluster of questions regarding the internal environment of the Marikina City Government from 1992 - 2010 as inputs that might have interacted with the process (innovations, beliefs, projects and leadership) to arrive at a certain outcome such as the description of the Marikina City Government, its Vision – Mission, structures, functions and operations. Then the paper will proceed with the description of the external environment of the Marikina City Government that existed in the era under consideration that might have influenced the internal environment of the city government as well as the process. The paper will describe the developments in the international scene that could have influence the Philippines at that time, the Philippines as an external environment of the Marikina City Government, to include the national political developments of the era as well as the Local Government Code. The study will also describe the Marikina local scenes which shall include the history of Marikina, the City Charter and the Law Redistricting Marikina.

The second minor objective has something to do with the Process in the IPO Model used that interacted with external and internal environment that furthermore resulted into a certain outcome. Specifically, it is the objective too of this paper to document the characteristics of the Fernando Clan; Bayani Fernando and Marides Fernando as public servants. This will provide pictures on the leadership style of the Fernandos. The paper will also document what really were done in Marikina such as the Governance Approaches, Innovations and Projects of the Marikina Government from 1992 to 2010.

The third minor objective has to do with the public administration theories that will be used as lens in evaluating the process that have interacted with the inputs to come out with the output. Specifically, the paper will lay down the main clusters of theories in public administration, the Theories of Public Management,  and the main propositions within the theories of public management that could be used as lens in evaluating the innovations, beliefs, projects and leadership of the Marikina City Government in that era mentioned.

The fourth minor objective is about the output/outcome in the IPO Model used that resulted from the interplay of the inputs of external and internal environment with the process (innovations, beliefs, projects and leadership) from the lens of the public administration theories. Specifically, the paper will discuss the Awards and Recognitions the Marikina Government won from 1992 – 2010 and the Results of the 2010 National and Local Elections in Marikina City.

The fifth and the last minor objective that this paper will try to address have something to do with the learning and insights that could be generated by this study. Specifically, this paper will discuss the awards and recognitions won by Marikina City government as translated into votes to the candidates associated with the administration, the factors that led to the victory of the opposition in Marikina, the good and the bad programs the Marikina City Government has implemented as perceived by the different sectors of Marikina society, and the perceptions of the different sectors to the Marikina Government and its leaders during the era. The paper will also discuss about the likelihood that the Fernandos have intentionally implemented the Theories of Public Management during their era of governance in Marikina City, or they just implemented ways based on their judgment calls in every given circumstances. Also, the paper will show the theories of public management that knowingly or unknowingly, has been used heavily by the Marikina City government during the era under study, and the important insights and lessons to be learned if one will take into account the inputs, processes and outputs into the Marikina City government from 1992 to 2010?

E. Significance of the Study

This study will contribute to knowledge and insights in public administration as an academic discipline by way of providing  a “grounded recipe of public administration theories and concepts” as applied in a real life local government unit in a third world country like the Philippines under a particular backdrop of a specific era and context. This specific mixture of internal factors within the Marikina City Government (vision, mission, structure, functions and operations), and external factors (global events of the era, Philippine national scenario of the era  and the local city circumstances at that time); influenced by a process composed of the programs, innovations, projects, philosophy and leadership; and evaluated in terms of the lens of the academic theories of public management; and eventually manifested specific outputs and outcomes through the electoral results, public perceptions as derived from primary data; as well as awards and recognition garnered, can provide fresh insights, conclusions and learning that could be useful to public administration scholars and practitioners.

Another contribution of this paper to the research process literature in public administration is the use of IPO Model/ System Approach in putting together facts, data and concepts pertaining to particular local government units, era and a set of public administration theories. The replicability of the research approach and paradigm used in this study may set a particular brand of evaluating an LGU or an era of administration in an LGU. This paradigm could be helpful to the future researchers and funders of the researches.

Another contribution of this paper to the research process is the heavy use of search engines and World Wide Web data. This paper would like to show that emerging technology like the internet and search engines can be a partner of researchers. This could add up to the trend on the heavy use of the World Wide Web on the research in the future.

This study could be important to the society in terms providing some cohesive and documented programs, innovations, projects, philosophy and leadership of a city government that was well recognized during the specific era, which eventually could serve as benchmark for other cities and local leaders, especially those young and newly elected leaders in search for a model.

This could be an important literature in which our government can refer to their local government units as a way of providing them a ready guide in local governance. That way, local government units will be program oriented and theory based and lesser skewed on personalities. If this happen, eventually, this paper would had helped the country in some ways.

The importance of this paper to the City Government of Marikina, both now and in the future, as well as to the people of Marikina comprising a community could be tremendous because this paper documented and analyzed an era in the city’s history when it was receiving recognitions from different awarding bodies. As per review of the literatures, this is the first time that a paper on this scholarly nature has been done about Marikina. This paper captured a special era in the city’s history in a documented form for every local government officials, politicians and academicians can refer to once in a while.

The importance of this paper to the curriculum planners in public administration in the area of local governance and leadership is the fact that this could be a good reference or reading materials when one is looking for an actual and ground level public management experience packaged in a standard academic ways and jargons, and intertwined with classic public administration theories.

The probable impact of this study to education and ongoing research proposals in search of a paradigm is that it was able to show the versatility of the IPO Model/ System Approach and the heavy use of search engines and emerging technology in a research, where a researcher has to put together varied but interrelated inputs, processes and outputs in a cohesive framework.

F. 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.

CHAPTER II

REVIEW OF RELATED LITERATURES

The related literatures of this study will include research findings, published or non – published theories and principles formulated by experts or authorities in some fields that can be used in this study. The related literatures will also include ideas or opinions of experts contained in books, pamphlets, magazines, periodicals, websites and some of my earlier papers submitted and graded by my doctoral professors that were published in my blog for the public to comment on. The review of related will be written in terms of the objectives of the study and will try to give weight to more authoritative references and primary data. The literatures will be arranged thematically based on the IPO Model/Systems Approach, the framework used in this study (see Exhibit _ on page _: the Inputs would be the external and the internal environment of the Marikina City Government from 1992 to 2010. The Process would be comprised of the innovations, beliefs, philosophies, projects and leadership that were used in managing the Marikina City Government and the internal and the external environments in the said era. The Evaluation Lens of the Process will include the different theories clustered under the Public Management and Good Governance. The Output/Outcome will basically include the awards, recognitions and electoral results – data that could be derived from primary sources. The other output/outcome, which is the perceptions of the different sectors, will be coming from the surveys and not a subject of the review of the related literatures.

1. Articles Related to the Marikina City Government and its External and Internal Environment from 1992 to 2010, and in the Process in the Study Framework.

A complete study about this specific topic is not available in the UP NCPAG Library, Marikina Public Library and Google Search Engines. This somewhat attest to the pioneering posture of this paper. However, there are books, publications and websites that shows related literatures that can be the sources in coming up with data or concepts to capture into an article the “Marikina City Government and its External and Internal Environment from 1992 to 2010” as a portion of this dissertation. To wit:

The book entitled “The Will to Change, Marikina and Its Innovations”, edited by Dr. Dennis T. Gonzalez, the Associate Dean of the Ateneo School of Governance.  This book was published in 2009 by the City Government of Marikina. The book has 108 pages complete with foreword, introduction, three chapters, afterword, authors, endnotes, abbreviations and tables. Antonio G.M. La Vina, JSD, the Dean of the Ateneo School of Government said that this book show Marikina’s “flow of change from a decaying municipality to a flourishing.  city. We see how the political will to resurrect the Marikina River; for instance, changed the perspective of the populace to the possibility of having a clean and green city, a locale that is thriving in the pink of health.”(Gonzalez,2009:7). The book will also be very helpful in accessing to basic data that it presented in tabular forms, like, Number of Registered Business Establishments from 2004 to 2008, Awards Received by the Public Market, etc. Although the book will not be useful in providing the external environment of this paper, the book will be specially useful in the Process portion of the paper, as well as on the Outcome/Output portion.

The official website of the Marikina City Government which has a website address of http://www.marikina.gov.ph  dated August 20, 2010 is very informative and can be helpful in the Input portion of the framework, especially in the internal environment part. The website is complete with history of Marikina City, vision – mission, structure, offices, key personnel, and functions – which are all important components of the internal environment of the Marikina City Government according to the framework of the study. The history of Marikina, according to the study framework is part of the external environment.

The collection of my papers in my doctoral classes was published in my blog entitled______________, with the website address at ___________________. Most of my papers were about Marikina City since I already decided long time ago to write about it in my dissertation. I must admit however that my first choice was about world government and Marikina was only my second choice. I just interchange the two after realizing that the world government as a concept is so new in the NCPAG that there is no index about it in our library, so some of my classmates and professors might consider me sick in the head if I pursue it. I will just write about it after earning my doctoral diploma. The collection of my papers about Marikina City will be very helpful in the Input part of the framework of this paper, especially on the internal environment part of the Marikina City Government, as well as partly on the Process, Outcome and Evaluation parts of the study framework of this paper.

Another related reading that could provide some insights to the internal environment of the Input part of the framework is the “Marikina Citizens’ Factbook, 2nd Edition published in 2007 by the City Government and edited by Carmelita Lorenzo. The book has the complete list of offices of the Marikina City Government including their functions, programs and structures. This is the best source of information on the internal environment part of the Input.

The book that could provide the difference between the administration of Mayor Bayani Fernando (1992-2001) and the administration of Mayor Marides Fernando (2001-2010) is the “Marikina City: the Past 15 Years” published by the City Government and again edited by Carmelita Lorenzo. The book touches on the idea, philosophies and projects of the two Mayors – with their similarities and contrast – which is a good source when discussing the Process part of the framework of this paper.

Another publication that could provide a very detailed description of a certain department of the Marikina City Government is the “Information Handbook on the Community policing and Police Procedures” published by the City Government in 2003 and edited by Melvin Cruz. The pamphlet is so detailed that it shows some hint of the inner workings of the different offices in the city hall which is good in the Evaluation side of the framework of this paper.

The last piece of writing which this paper will use is the “Disiplina sa Bangketa” published by MMDA in 2006 and authored by no less than MMDA Chairman Bayani Fernando. The booklet is all about MMDA but it will serve as a reference material if this dissertation wants to know the inner thinking and management philosophy of MMDA Chairman Bayani Fernando which was first applied in Marikina and then later, in MMDA. The booklet was being distributed during the campaign of the MMDA Chairman when he run as Vice President with Sen. Dick Gordon as his running mate, and therefore, should be taken with a grain of salt.

As regards to the External environment of the Marikina City government as an Input to this study, the book entitled ______________________________________, authored by ___________________, a Jewish scholar and author, somehow describes the deeper movements in the global scene in the era describe on the study. One important discussion of the book is about globalization and terrorism which become the dominant part of the era. The book’s assessment will be triangulated with website articles identified by the search engine Google that will show other global events in the era. This book and the other websites are important sources on how to describe the external environment of the era. On the Philippine seen as another external environment Input in the study framework, the era 1992 to 2010 saw the transition of three Philippine Presidents: Fidel Ramos, Erap Estrada and Gloria Macapagal Arroyo.

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?

2.1.1.         The Marikina Local Scene

2.2.      The Input: The Internal Environment from 1992 – 2010

2.2.1.         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.”[5] – 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”[6]  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”[7], (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.”[8] 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."

2.3.      The Output and Outcome

2.3.1.         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.”[9]

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.

2.3.2.         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 [10]

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” [11]

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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:[12]

          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.

2.4.      Evaluation

2.4.1.         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:

2.4.1.1.            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.”[13] 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.”[14]  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.”[15]

2.4.1.2.            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.”[16] Representative bureaucracy puts democratic context to bureaucracy since when they implement, they also think of the diversity of the contending forces.

2.4.1.3.            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.”[17] 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?

2.4.1.4.            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.”[18]

2.4.1.5.            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.”[19]

2.4.1.6.            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.”[20]  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.” [21]

2.4.1.7.            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.”[22] 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.”[23]

2.4.1.8.            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.”[24] 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.

2.4.2.         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."[25]  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 . . ." [26] 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”[27]

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.”[28]

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.”[29] 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.”[30] 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)”[31]

Figure 8: A Classical IPO (Input, Process, Output) Diagram[32]

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[37]

“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 [38]

Exhibit C: City Awards and Recognition, 2008

Exhibit D: Barangay Statistics [39]

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

References:

1.    Cruz, Melvin.(ed.).2003.Information Handbook on Community Policing and Police Procedure. City Government of Marikina.

2.    Frederickson, H. George and Kevin B. Smith.2003.The Pubic Administration Theory Primer. Colorado: Westview Press.

3.    Fernando, Bayani.2006-2009. Disiplina sa Bangketa.MMDA.

4.    Gonzalez, Dennis T.(ed.). The Will to Change. Marikina and Its Innovations. City Government of Marikina and the Ateneo School of Governance.2009.

5.    Koolman, Jan.2002. Governing as Governance. London: Sage Publications.

6.    Lorenzo, Carmelita.(ed.).Marikina City, The Past 15 Years.PIO.City Government of Marikina

7.    Lorenzo, Carmelita. (ed.).2007.Marikina Citizens’ Factbook, A Guide to Key Government Services, Second Edition.PIO.City Government of Marikina.

8.    Patton, Michael Quinn.Qualitative Research and Evaluation Method. 3rd Edition.London: Sage Publications.

9.    Rama, Sol de Villa B. 2010.Collaborative Government and Community Sustainability Indicators: The Case of Mining Operations in Palawan.NCPAG. UP Diliman. Quezon City.

10. Reyes, Danilo R.1995.A Search for Heritage: An Analysis of the Trends and Content of Public Administration Literature at the U.P. College of Public Administration, 1952-1992. NCPAG.UP Diliman, Q.C.

11. Stake, Robert E.1995.The Art of Case Study Research.London:Sage Publications

12. "Philippines : Gov.Ph : About the Philippines :". www.gov.ph. http://www.gov.ph/aboutphil/a10.asp. Retrieved 2009-03-28.

13. http://www.chanrobles.com/republicacts/republicactno8223.html

14.  http://www.citymayors.com/mayors/marikina-mayor.html

15. http://dictionary.reference.com/browse/eclectic  (August 21, 2010 )

16. http://www.en.academic.ru/dic.nsf/enwiki/634836   August 20, 2010

17. http://www.edmorato.com/public/public/index.php?cat=3&scat=1

18. http://www.en.allexperts.com/q/Marketing-1090/globalization.htm

19. http://www.esiweb.org/index.php?lang=en&id=82  September 4, 2010

20. http://www.ivythesis.typepad.com/term_paper_topics/2008/01/the-theoretical.html (September 4, 2010 )

21. http://www.internetworldstats.com/stats.htm (August 20, 2010)

22. http://www.lawphil.net/statutes/repacts/ra1991/ra_7160_1991.html

23. http://www.logistics.about.com/od/qualityinthesupplychain/a/TQM.htm

24. http://www.marikenya.com/2010/05/official-election-results-for-national-positions-in-marikina/

25. http://www.marikina.gov.ph/PAGES/history.htm  August 20, 2010

26. http://www.pcij.org/blog/wp-docs/Dumogho_LGC_Relevant_Provisions.pdf

27. https://www.sites.google.com/site/marikinanews/

28. http://www.thefreedictionary.com/good

29. http://www.tutor2u.net/business/strategy/benchmarking.htm

1. http://www.utwente.nl/cw/theorieenoverzicht/Theory%20clusters/Communication%20Processes/System_Theory.doc/

31. http://www.dictionary.reference.com/

[1] Ibid, pp. 124

[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] Marikina Citizens’ Factbook, A Guide to Key Government Services, Second Edition,2007

[6] Marikina City, The Past 15 Years.PIO.City Government of Marikina.p.12.

[7] Fernando, Bayani. Disiplina sa Bangketa.MMDA.2006-2009.p.4

[8] Gonzalez, Dennis T. The Will to Change. Marikina and Its Innovations. City Government of  Marikina and the Ateneo School of Governance.2009.p.89

[9] http://en.wikipedia.org/wiki/Marikina_City

[10] https://sites.google.com/site/marikinanews/

[12] http://www.marikenya.com/2010/05/official-election-results-for-national-positions-in-marikina/

[13] Frederickson, H. George and Kevin B. Smith.2003.The Pubic Administration Theory Primer. Colorado: Westview Press, pp.37

[14] Ibid, pp.38

[15] Ibid

[16] Ibid, pp.41

[17] Ibid, pp. 68

[18] Ibid, pp. 124

[19] Ibid, pp.159

[20] Ibid, pp. 165

[21] Ibid, pp. 164

[22] Ibid, pp. 185

[23] Ibid, pp.205

[24] Ibid, pp 210

[25] http://www.esiweb.org/index.php?lang=en&id=82  September 4, 2010

[26] Ibid

[27] Frederickson, H. George and Kevin B. Smith.2003.The Pubic Administration Theory Primer. Colorado: Westview Press, pp.153

[28] http://www.utwente.nl/cw/theorieenoverzicht/Theory%20clusters/Communication%20Processes/System_Theory.doc/

[29] Frederickson, H. George and Kevin B. Smith.2003.The Pubic Administration Theory Primer. Colorado: Westview Press, pp.236

[30] Koolman, Jan.2002. Governing as Governance, London: Sage Publications.

[31] http://ivythesis.typepad.com/term_paper_topics/2008/01/the-theoretical.html (September 4, 2010 )

[32] 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

[33] http://tutor2u.net/business/strategy/benchmarking.htm

[34] http://logistics.about.com/od/qualityinthesupplychain/a/TQM.htm

[35] http://dictionary.reference.com/browse/eclectic  (August 21, 2010 )

[36] http://www.internetworldstats.com/stats.htm (August 20, 2010)

[37] http://www.edmorato.com/public/public/index.php?cat=3&scat=1

[38] http://www.marikina.gov.ph/PAGES/cityhalldepts.htm

[39] http://en.wikipedia.org/wiki/Marikina_City