Chapter 036: "A Study on the Application of Business Management Concepts in Local Governance: the Case of the Marikina City Government from 1991 to 2010" by Prof. Toti Dulay

A Study on the Application of Business Management Concepts in Local Governance: the Case of the Marikina City Government from 1991 to 2010

Toti Dulay, Doctoral Student, University of the Philippines

Outline:                                   Pages

Chapter 1: THE RESEARCH PROBLEM            6-22

1. Background of the Study               6-14         

1. The Application of the Business

Management Concepts to Local

Governance as Theory and Practice   6-11

2. Justifications of the Study              11-14

a. Why the Marikina City Government? 11

b. Why the Era of 1992 to 2010?      12

c. Why the Theories of Public Manage-

ment?                             12-13

d. Why the System Theory/IPO Model?  13-14

B. Statement of the Problem                   14-17

C. Objectives of the Study               17-19

D. Significance of the Study             19-22

1. To the Political Leaders, Local

Government Administrators, and 

Curriculum Planners                 19-20

2. To the Marikina City Government and

the People of Marikina                   20

3. To Education and Ongoing Research

Proposals                           20-21

4. To the Literatures of Public Admi-

nistration                          21

5. To the Local Government Code        21

E. Scope and Limitations of the Study         22

Chapter 11: REVIEW OF THE RELATED

            LITERATURES                     23-53

A. The Marikina City Government Circa

1992 to 2010                          26-31

B. The Context: Global, National and

Local Government Circa 1992 to 2010   31-39

C. The Literatures on the Concepts and

Recent Development Related to the

Study                                 39-51

D. Readings that could Help the Author

On How to Proceed with this Study     51-53

Chapter 11l: THE THEORETICAL AND CONCEPTUAL

             FRAMEWORK OF THE STUDY        53-56

A. The System Theory                     53-54

B. Theories of Public Management              54-55

C. The Conceptual Framework                   55-56

Chapter 1V: METHODS                        56-65

A. Overview                               56-58

B. What are the Purposes of the Surveys? 58-61

C. The Data Collection Techniques        61-62

1. Review and Analysis of Government

Agencies’ Documents                 61

2. Key Informant Interviews            61

3. Focus Group Discussion                   62

4. Surveys                             62

5. Direct Observations                 62-63

6. Participants                             63

D. Data Analysis                         63-64

E. Sampling Techniques                   64-65

Figures, Tables and Appendices:

Figure 1: The Conceptual Framework              56       

Table 1: Theories of Public Management/             Innovations Table                           59

Table 2: Perceptions of Different Sectors/                                        Innovations, Projects, Ideas Table              60

Table 3: Summary of the Total Participants 63

Appendix 1: The Globalist Manifesto        66

Appendix 2: Marikina City Hall Departments 67-68

Appendix 3: City Awards/Recognitions, 2008 69-72

Appendix 4: Barangay Statistics            73

Appendix 5: A Declaration of the Value Of

            Global Governance                   74

Appendix 6: References                     75-78

Appendix 7: Resume of the author           79-84

CHAPTER 1

THE RESEARCH PROBLEM

A. Background of the Study

1. The Application of the Business Management Concepts to Local Governance as Theory and Practice

  The application of business management concepts in local governance as a strategy to improve the services of a local government units not only implies a piece by piece use of some business management concepts into local governance but a complete embrace of business management principles, and a belief that these principles can improve the delivery of services and enhance constituents satisfaction.

  The question, however, remains to be “is the application of business management concepts to local governance” good to the constituents? How about its effect to the city government itself and to the elected local government officials?

  Academicians and practitioners often ask these questions because the use of business concepts in local governance has increasingly supplanted and supplemented other forms of governance, such as command - and – control approach and classical bureaucratic governance.

  The use of business concepts in local governance is within the conceptual framework of the Theories of Public Management (Frederickson and Smith 2003) and what some other public administration literatures call as managerialism (Reyes 2001), and therefore, is within the ambit of public administration as an academic discipline. Yet, debates continues whether the application of business management concepts in local governance is just a passing fad or if it really improves the service delivery of the local government units, improve the socio – economic situation of their constituencies or increase their satisfaction.

  The debates however are highly theoretical and rhetorical, because there are still little empirical evidences to suggest whether the application of business concepts in local governance has a positive or negative impact on the constituencies, the local governments and the elected leaders.

  The proponents argue that the use of business management concepts like the Total Quality Management (TQM), for instance, “is applicable to public organizations... it is an operational tool for initiating positive and sustainable changes in government. Its main principles are: customer – centeredness, effective leadership, personal involvement and strategic partnerships, systems and process approach, continuous improvement and informed decision making (Mangahas and Leyesa 1988).” But does that mean that the use of business management concepts actually improves the delivery of basic services more than the other governance approaches? The critical point of the argument lies on the implementation. The proponents argue that the use of business management concepts in local government, like Osborne and Gaebler’s Reinventing Government for instance, “offers the concept of an entrepreneurial, mission – driven, client – focused government as an alternative to the existing slow, centralized, rule – centered and expense – oriented model of administrative management that has characterized the operations of most public organizations. The approach is a promising one in the sense that it provides a more practical and comprehensive framework, addressing concatenated variables of governance philosophies and mission, organizational procedures, public sector attitudes and behavior, and government spending (Reyes 1994).” Critics counter that the use of business management concepts may not be necessary because “it is entirely possible to also have a good government simply by doing things better and more efficiently and making use, or improving upon existing policies and procedures (Brillantes 2001; 88)”. Some critics further pointed out the applying business concepts in governance may not work at all because of the difference between the business firm and the government. “Clients affect a business firm by the level of their effective demand, that is, their ability to buy the goods and services it offers. With that mechanism absent, government can provide services independent of demand, such that expected beneficiaries are passive recipients and the target of do - gooding efforts (Carino 1997; 310)”.

  On the other hand, there are those who think that public administration and business administration have both develop in the same direction – from internal focused to external focused (Gavino 1986).In fact, the use of business concepts in public governance was noted as early as 1971 (Ramos 1971)

  Most literatures on the use of business concepts in governance carry different branding, but collectively are within the ambit of the Theories of Public Management (Frederickson and Smith 2003). Some of these concepts are Total Quality Management (Mangahas and Leyesa 1998), Innovations in Local Governance (Brillantes 2001), Reinventing Government (Reyes 1994), Good Practices (Carino and Guiza 2001) and Reengineering (Reyes 1998). What seems to be lacking is the “unbranded” business concept or, those pure business concepts taken directly from the business management books and applied in local governance.

  Therefore, a relevant question will be something like this: what if one will use an ordinary college textbook in business management and, as is, apply their pure concepts in evaluating local governance, without any branding as mentioned earlier?  This could be a good conceptual framework of a study.

2. Justifications of the Study

a. The Marikina City government was selected as the case of the study in the application of business concepts in local governance because in this city, there is a continuous of six terms of 18 years in local governance under one political family. This continuity might be good enough to detect a pattern of governance. There are also relatively lots of successful programs, principles and innovations by the Marikina City government as seen in the awards and recognitions it garnered. This study may provide some insights for other local leaders who are looking for an LGU to benchmark on. In those 18 years of continuous governance, from 1992 to 2010, there was a transformation of Marikina from a municipality to a highly urbanized city. Focusing this study on Marikina alone as a case will have the advantages of depths and rigors in terms of the presentation of data, information, analysis and lessons learned.

b. The era of 1992 to 2010 was chosen for this study because that era in Philippines is under three Philippine presidents (FVR, Erap and PGMA) and that same era in Marikina was the start and end of the Fernando Administration, with exactly no overlapping. This will simplify the context of the research. This might show some pattern of governance. Also, the era could be the golden era in the history of Marikina and may not happen again, so it will be for the sake of posterity to document it in an intellectual way – through a dissertation.

c. The Theories of Public Management together with the textbook business management concepts will be used to assess the governance approach of Marikina City government in the era mentioned because the political leaders of the city during that era claimed that they are treating governance of the city as a private corporation. The Theories of Public Management incorporates the use of scientific and operations research which is half engineering and half business administration. It includes concepts like total quality management, one best way, problem solving and decision making, management by objectives, leadership theories, organization theory, role theory, communication theory, management by contract and some other business management and engineering concepts. The lens using the Theories of Public Management are in themselves somewhat rigorous because they may include the list of concepts discussed by Frederickson  as a minimum, or the whole business and engineering management concepts applied in public organizational objectives found in business management textbooks at the maximum.

d. The System Theory/ IPO Model was chosen as one of the basis of the conceptual framework of the study, in addition to the Theory of Public Management, because of the realization that any local government does not exist in a vacuum. It is influenced directly and indirectly by global events, national scenario and local atmosphere. Also, because the System Theory’s concept of interrelatedness of its part that influence each other to come out with whole which is different from the individual parts, is very much similar to a local government that has to contend with other components of the whole, which includes its internal and external environments, as well as the process. The Systems Theory is flexible yet logical and simple; it can even accommodate another model within it. Also, the author has experienced in using the System Theory in his masteral thesis at the Asian Institute of Management. His topic then, an institute within the Far Eastern University, has parallelism to a local government existing within the bigger context (Dulay 2003).

B. Statement of the Problems

  Local governments and their effectiveness in providing services to its constituencies has been a major concern, not only in the Philippines but also globally.”From John Stuart Mill’s romantic and cherished notion of local government being integral part of democracy, the focus shifted to L.J.Sharpe’s pragmatic and utilitarian concept of local government as effective provider of services (Panganiban 1990)”.

  But how can a local government effectively provide services to its constituencies? Are there some available and proven prescriptions, theories, concepts, approaches and benchmarkable experiences in local governance that can help local government units in running their government? 

  Under the Local Government Code, an elective local government official may serve for a term of three years, for a three consecutive terms. This gives way to frequent local elections which could give rise to the probability of popular candidates who lacks governance skills winning them. Are there enough cases or studies about running a local government unit which could serve as a benchmark or a set of second opinions for the newly elected officials of the local government units?

  This study will assess and analyze the use of business concepts in local governance. For the benefit of depth and rigor, this study will focus on the case of the Marikina City government from 1992 to 2010.

  This study will seek to answer the following problems:

1. What is the context provided by the global, national and local environments to the Marikina City government from 1992 to 2010 that might influenced the city government? To what extent these contexts influence the outcome of local governance of the era?

2. What can be deduced from the internal functions, structure, operations and vision – mission of the Marikina City government during the said era?

3. What discernable patterns can be can be derived from the review of the projects, innovations, guidelines, principles, leadership and management approaches that were implemented by the Marikina City government during the era under study?

4.  What could be some ways of classifying the different theories of public administration and what are the main concepts of the Theories of Public Management and managerialism that could be used in assessing and analyzing the governance approaches of the Marikina City government from 1992 to 2010?

5. What is the extent in which the Theories of Public Management incorporate the standard and text book concepts of pure business management?

6. What is the extent in which pure business management concepts where used by the Marikina City government from 1992 to 2010?

7. What lessons can be drawn from the outputs, outcomes and effects of the governance approaches of the Marikina City government from 1992 to 2010?

8. What are the lessons that can be drawn from the assessment of the acceptance and constituent’s satisfaction of the governance approaches of the Marikina City government on the said era?

9. What are the insights, lessons, conclusions, patterns and generalizations that can be deduced from this study?

C. Objectives of the Study

  The main objective of the study is to assess and analyze the aspect of application of business management concepts in the governance of the Marikina City government from 1992 to 2010 and its impact on the area of service delivery, constituent’s satisfaction and on the political leaders.

The specific objectives of the study are:

1. To identify and assess the context provided by the global, national and local environments to the Marikina City government from 1992 to 2010, as well as the extent to which they influence the outcome of local governance of the era.

2. To identify and assess the lessons that can be deduced from the internal functions, structure, operations and vision – mission of the Marikina City government during the said era.

3. To study and identify the probable discernable patterns that can be can be derived from the review of the projects, innovations, guidelines, principles, leadership and management approaches that were implemented by the Marikina City government during the era under study?

4.  To study and propose some ways of classifying the different theories of public administration and to assess the main concepts of the Theories of Public Management and managerialism that may be of use in assessing and analyzing the governance approaches of the Marikina City government from 1992 to 2010.

5. To assess the extent in which the Theories of Public Management as discussed by Frederickson incorporate the current standard text book concepts of pure business management.

6. To study and assess the extent in which pure business management concepts where used by the Marikina City government from 1992 to 2010.

7. To identify and assess the lessons that can be drawn from the outputs, outcomes and effects of the governance approaches of the Marikina City government from 1992 to 2010.

8. To identify and assess the lessons that can be drawn from the assessment of the acceptance and constituent’s satisfaction of the governance approaches of the Marikina City government on the said era.

9. To identify and assess the insights, lessons, conclusions, patterns and generalizations that can be deduced from this study.

D. Significance of the Study

1. The significance of this paper to the political leaders, local government administrators and to the curriculum planners in public administration in the area of local governance and leadership is the possibility that this study could be a ready reference or reading materials when one is looking for an actual and ground level public management experiences packaged in a standard academic ways and jargons, and intertwined with classic public administration theories and business management concepts.

2. The significant of this 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 will document and analyze an era in the city’s history when it was receiving recognitions from different local and foreign awarding bodies. This paper will capture a special era in the city’s history in a documented scholarly form, for local government officials, politicians and academicians to refer to once in a while. This paper may serve as a benchmark of future other era in the Marikina governance history.

3. The probable significant of this study to education and ongoing research proposals in search of a paradigm is that it will attempt to show the versatility of the use of System Theory /IPO Model, when a researcher has to put together varied and seemingly interrelated inputs, processes and outputs in a cohesive framework.

4. Another significance of this study to the literatures of public administration is its attempt to assess the Theories of Public Management and managerialism in term of “pure and mainstream business management concepts” without the use of branding like reinventing, reengineering, managerialism, etc.

5. This paper is significant in its effort to link and relate the effects of some provisions of the Local Government Code on local governance, specifically on how the Marikina City government, for instance, has been run using 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.

E. Scope and limitations of the Study

This study delimits itself to the Marikina City government 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 a probable evolving grounded conclusions and insights.

The study will use secondary data gathered from reports such annual reports, state of the city addresses and other official publications. 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

Local government in its classic concept of division of powers “is a means of dividing functions, powers and services by area. It is also a means by which people identify themselves individually and with each other, especially in ethnically homogeneous communities (Tapales, Cuaresma and Cabo, 1998)”. There are essentially two major concepts of local government. “The first views local government as a political subdivision of the national government. This is the traditional and legal concept of local government.  The second concept of local government refers to the geographic area where all government units, including the field offices of line agencies of the national government, are considered part of the local government (De Guzman and Reforma 1992)”. The importance therefore of the local governments to nation building and governance as whole is significant and a lot of efforts had been done to make local government units work better. One of the initiatives in the Philippines geared towards this end is the enactment of the Local Government Code. In 1992, it was implemented in the country and is “by far one of the most radical pieces of legislation passed in the nation’s history considering that it transferred to the thousands of local governments in the country significant functions and responsibilities towards the general objective of bringing about local governance. The Local Government Code becomes even more significant if appreciated within the context of the country’s highly centralized politico- administrative history, a tradition inherited from the period the country was colonized and ruled from the so called “imperial Manila” (Brillantes 1998;84)”. The effect of the code to the local government units is on the side of providing them more autonomy and elbow room to run their own affairs.”Despite this relative de-emphasis of the Code, many local areas now enjoy the birth or renaissance of democracy (Carino and Guiza 2001; 244)” which spark creativity on management and governance approaches.

A case in point is the Marikina City Government from 1992 to 2010 which heavily used the business concepts in local governance. “The corporate approach of the City Hall makes sense in its goal of turning Marikina into an investment hub. Under this approach, City Hall treats its clients as customers it has to satisfy and delights (Gonzalez 2009).” Customer satisfaction is the core of business concept Total Quality Management (TQM). TQM is “an integrative approach to management that supports the attainment of customer satisfaction through a wide variety of tools and techniques that result in high – quality goods and services (Bateman and Snell 2008)”

Further review of literatures will be in line with the framework of this study shown in Figure 1: The Conceptual Framework on page 56. The Inputs of the study would be the external and the internal environment of the Marikina City Government from 1992 to 2010. The external environments of the Marikina City Government are the global, national and the local situations in the said era. They will provide the context of the study.  On the other hand, its internal environments are the structures, functions, operations and systems within the city government that are within the control and decision span of the city bureaucracy.

The Process in the study framework would be comprised of the innovations, beliefs, philosophies, projects, approaches and leadership that were used in managing the Marikina City government and within the internal and the external environments in the said era.

The evaluation lens of the Process will include the different concepts clustered under the Theories of Public Management classified under the current business management approach of Planning-Organizing-Leading-Controlling (Bateman 2008).

The Output/Outcome will basically include the, recognitions and public perceptions shown through awards and electoral results – data that could be derived from primary and secondary sources. The other outputs/outcomes, which are the perceptions of the different sectors, will be coming from the surveys and field researches.

To expand further these elements of the framework, the author will present some of the readings he reviewed including some of its contents. The author will also add into the review of the related literatures other further relevant readings which he might encounter in the course of doing the actual researches and field works for this dissertation.

A. The Marikina City Government Circa 1992-2010: Functions and Processes

1. 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 shows 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 especially useful in the discussion of Process portion of the framework, as well as on the Outcome/Output portion.

2. 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. Some examples of important and factual data from this websites are the Appendix 2: Marikina City Hall Departments on pages 67-68; Appendix 3: City Awards and Recognition, 2008 on pages 69-72; and Appendix 4: Barangay Statistics on page 73

3. The collection of the papers in the author’s doctoral classes was published in a blog entitled “The Emergence of Marikina Way” with the website address at http://marikinaideology.blogspot.com/ (Dulay 2011). Most of his papers were about Marikina City since he already decided long time ago to write about it in his dissertation. They have their own list of references. This collection of papers about Marikina City will be very helpful in the Input part of the framework of this study, 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.

4. An article that will give insights about the characters of the people of Marikina is entitled “Taga – Marikina Ka” written by a local intellectual of his time Rodolfo S. de la Paz, originally published in River City Gazette Volume 11, Number 1 in Marikina City on February 20, 2000. The article seems to capture the traits, character and idiosyncrasies of Marikenos. This paper will be useful in the assessment on the extent the people accepted the programs, innovations and approaches of the Marikina City government under the Fernando Administration,1992 to 2010.  

5. 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.

6. 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.

7. 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 handbook 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.

8. 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.

B. The Context: Global, National and Local Environment Circa 1992 – 2010

1. The book entitled “Islamic Terror, Conscious and Unconscious Motives”, authored by Avner Falk, a Jewish scholar and author, somehow describes the deeper movements in the global scene in the era described on the study. One important discussion of the book is about globalization and terrorism which become the dominant part of the era. The author said that a “proactive form of globalization is emerging, spawned by international corporations that aims to loosen trade restrictions. It is the global financial firms that have been the eager proponents of this expansion. A group of advocates from the different parts of the world had been pushing for an integrated global society as envisioned by The Globalist Manifesto which is the foundation of the globalism ideology.” 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. A copy of The Globalist Manifesto is found in Appendix 1: The Globalist Manifesto on page 66.

2. As a way to triangulate the assertions of Avner Falk about the emergence of the proactive form of globalization that was happening in the global scene in the era under study of this paper which could partly explain the external environment context of the Marikina City government is a book written by an emerging thinker of our times, Steve McIntosh entitled “ Integral Consciousness and the Future of Evolution, How the Integral Worldview Is Transforming Politics, Culture and Spirituality” published in 2007  by the Paragon House, 1925 Oakcrest Ave, Suite 7, St. Paul, MN 55113. The book presented a certain brand of philosophy that eventually leads to thinking that a global government is a natural result of the human mental and philosophical evolution. The apex of this thinking is shown in Appendix 5: A Declaration of the Value of the Global Governance on page 74. Going back to the ground level as a way to relate to these two mentioned books, the Marikina City government find it hard to revive the Marikina shoe industry because of the global pressure, the entry of cheap shoes from China and Vietnam brought about by the Philippine lowering of tariffs of these products in compliance with our membership in the World Trade Organization – General Agreement on Tariffs and Trades. This is an example that the Marikina City government has to contend with regarding the emerging globalization and globalism that was described by the two authors mentioned earlier.

3. One of the literatures about the Ramos Administration is a book entitled “The Ramos Presidency and Administration: Record and Legacy (1992-1998): President Fidel V. Ramos and His Administration”, organized and edited by Jose V. Abueva, Ma. Concepcion P. Alfiler, Ma. Oliva Z. Domingo and Eleonor E. Nicolas, published by the University of the Philippines Press, Quezon City in 1998 with 735 pages. The book is a good way to describe the events and scenario in the Philippines from 1992 to 1998. This is helpful in providing the external environment, the national scene to be exact, for the Marikina City government. Considering the fact that Mayor Bayani Fernando, the Mayor of Marikina in the era under consideration,  won as the local candidate of Lakas Tao, the political party of President Fidel Ramos and both being  engineers, one could surmise that the Ramos Administration has a strong influence on the basic formative management and public administration approach of the Fernandos. To describe what happened in the Ramos Administration, according to the book, might as well be better taken from the horse’s mouth, Ramos himself who said that “it may seem just a memory now, but we came to office in the most inauspicious of times. Metro Manila and most of our population centers were suffering under frequent and prolonged blackouts. Amidst a resurgent and modernizing Asian continent, we were then regarded as the sick man of Asia. In one paean to the Asian economic miracle which will ever remain in my library, a western journalist dismissed the Philippines as a teenage farce and wondered loudly whether we Filipinos would ever grow up. Today, six years later, how significant are those words and how profoundly has our country changed. I shall be the last to claim them as to my personal achievement as president, but during our watch, let us say that that the lights were turned back on, the sick man has gotten out of the hospital, and the teenage farce has grown up, and more. We are different country than we were in 1992. And I dare say that we stand a little closer to the national dream that animated our heroes and forebears a century ago.” The Ramos Administration set the role of the state as interventionist and strong minded. It believes that the state should intervene on the side of equality. It is noted that the Marikina City government, applying the concept of the political will, an approach identified with Mayor Bayani Fernando, seem to be in parallel with idea of the role of the state as inundated by the Ramos Administration. President Ramos has hands – on style and believes in the management principle of completed staff work, as a minimum requirement before the documents to be submitted to his office. His administration is known for arranging summits for different sectors in pursuance of the participatory democracy, clustering of cabinets and strong use the executive – legislative cooperation. The book has 32 chapters authored my cabinet members of the Ramos Administration. One criticism on the book is that it was written on the point of view of the Ramos Administration – an outgoing administration out to paint a legacy. Therefore, the books content needs to be triangulated with cold facts about the era.

4. After the Ramos Presidency, came the short-lived Erap Estrada Administration.  In an attempt to find a respectable literature that reviews that Erap Administration, was led to a review done by Prof. Belinda A. Aquino on the book of written by Aprodicio and Eleanor Laquian entitled “Joseph Ejercito Erap Estrada: The Centennial President”. The book review was published in the Philippine Journal of Public Administration on July - October 1998 issue. The author read some portion of the actual book itself; in fact, his name was mentioned in one of the articles, not as the President of the Partido ng Masang Pilipino Chairmen’s Forum but as the one who handled the operation quick count and the project of precincts Election Day operations for the National Capital Region for then candidate Erap. The book review is correct when it said a lot about the electoral campaigns, and therefore, the book will not be very useful in establishing the external environment (national scene) for the Marikina City government during the Erap Administration. Another literature about the Erap Administration entitled “The Estrada presidency: a presidency of the People”, published in Manila by the Presidential Management Staff and the National Economic and Development Authority in 1998. The article is a technical report that accompanies the State of the Nation Address of President Erap Estrada which he delivered on the first session of the 11th congress on July 27, 1998. The paper has three parts, namely; the overview of the Estrada Presidency, the legislative agenda and finally, the ten point action plan of an Estrada Administration. The publication is useful in this dissertation in as far as the description of the external environment (national scene) of the Marikina City government during the time of the Erap Presidency, especially, from the point of view of the Erap Government itself.

5. Due probably to the newness of the end of the Arroyo Administration, the Philippine Journal of Public Administration Cumulative Index Volume has no article about it yet, understandably, because the index is only up to 2003. But even the UP NCPAG Library index cards reveal extremely limited literature about the Arroyo Administration. One article in the UP NCPAG Library is a newspaper clippings from Manila Bulletin dated July 28, 2008 which incidentally cannot be found even by the librarian. The article is entitled “I will let no one’s political plans threaten our nation’s survival.” This is delivered in her State of the Nation address dated on the above mentioned date. Due to lack of literatures about the Arroyo Administration this early; the study will look for internet sources.

C. The Literatures on Concepts and Recent Developments Related to the Study

1. The book written George H. Frederickson and Kevin B. Smith entitled The Pubic Administration Theory Primer proceeded by laying down the eight public administration theories as follows: Theories of Political Control of Bureaucracy, Theories of Bureaucratic Politics, Public Institutional Theory, Theories of Public Management, Post Modern Theory, Decision Theory, Rational Choice Theory, and the Theories of Governance. This review finds it necessary to discuss very briefly the different theories presented by Frederickson so as to show the distinctions of these theories from each other and to somewhat justify why the study selected the Theories of Public Management as its theoretical framework.

     The most popular contemporary theory of the political control of bureaucracy is known as the agency theory or principal – agent theory. In this theory, the president and the congress (or city mayor and the city council) are the principals and the civil service is the agent. “The initial premise in this theory was that bureaucracies are either out of control or at least very difficult to control.”[1] 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.”[2]  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.”[3] Theories of Bureaucratic Politics emphasize 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.”[4] Representative bureaucracy puts democratic context to bureaucracy since when they implement, they also think of the diversity of the contending forces.

     Public Institutional 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.”[5] 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.

     Theories of Public Management are 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.”[6]

     Post Modern Theory says that the 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 cannot 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 alteration, 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.”[7]

     Decision Theory says that 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.”[8]  It is very rational or reasonable for organizations to opportunistic and guided by conservative objectives. “The relationship between organization and the individuals in them can be understood as equilibrium between the personal goals and preferences of individuals and organizational needs. Both the effective individuals and the rational organization will tend toward conserving efficiency.” [9]

     Rational Choice 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.”[10] 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.”[11]

     In the 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 from 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.”[12] 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.  As a way of tempering the paper into the mainstream of public administration academic discipline, this study will also review the doctoral dissertation of Prof. Danny Reyes as one of the related literatures that has to be reviewed to shed more lights on the public administration theories as applied in the Philippines. The doctoral dissertation of Prof. Reyes is entitled “A Search for Heritage: An Analysis of Trends and Contents of Public Administration Literature at the U.P. College of Public Administration” dated 1995. Chapters 3 to 10 cover the meaty part of the dissertation with 437 pages all in all. The precise usefulness of the Reyes dissertation on this study is that it will provide a road map to identify where this study will be located in the realm of public administration in the Philippines. What Prof. Reyes said in his dissertation that seem to respond to the search for a gap in the study of local governance is something like this: “the striking difference that can be said to have characterized discussions in the literature of local government and related subjects in this period is the increasing focus towards the interrelationship between political issues and the social setting. While formative years of the discipline looked at structures and functions, on central – local relations and similar staples of the administrative management tradition, which later evolved into a juxtaposition with social issues following the trend set by Laquian and similar writers in the 1960s, the present period managed to link political development with social concerns even if the problematic of structures and functions were not completely abandoned.”[13]      Did the Reyes dissertation anticipated the emergence of a kind of study similar to this paper -  a local government study which will be grounded, practice  - oriented,  utilitarian, and there is a direct attempt to link theory with practice? Reyes said that “in the years to come, it may be safe to assume that the discipline will pursue what it had started, but it will have to meet and overcome new challenges, new demands, new posturing to wind stand the current of change”[14] Simply put, Prof. Reyes did not say that there will be researches that will try to address the benchmarking needs of local executives, practical but theory – based.

3. Several articles written by local authors pointed out several attempts to improve the efficiency of public service. In fact as early as 1950, there was already a recommendation from the economic survey mission for “public administration to be improved and reorganized so as to insure honesty and efficiency in government (Tadena 1970)”.There are some indications, as early as 1971 that Philippine public administration seems to be barrowing concepts and techniques from the private sector. “Philippine public administration availed itself of certain management techniques to accelerate development. The range of such techniques employed includes PERT/CPM, operations research, data processing, sensitivity training and other forms of group dynamics, cost accounting, performance budgeting and so on (Ramos 1970)”. There were even some moves to set a standard for local government. “In one of his public pronouncement before the local governments of the Philippines, the Secretary of the Interior and Local Government and former Governor of Laguna, Secretary Jose D. Lina advocates the possibility of developing some kind of performance standards for local government that would serve as some kind, of what he called, an “ISO” for Local Government Units (LGUs) (Brillantes 2001).”  There are also those who think that public administration should adjust to the emerging globalization of the world’s economic and political scene. “Globalization has served to reshape the topography of public administration dynamics, particularly in policymaking and service delivery systems. It has rendered public administration sensitive to the formation of public administrative systems compatible with the demands and pressure of transnational interplay (Reyes 2000)”

D. Readings that will help the Author on how to write this Study.

1. The readings that served as textbook in PA 399 under Prof. Peter Malvicini is entitled “Qualitative  Research and Evaluation Methods, 3rd Edition, ”  written by  Michael Quin Patton, Sage Publications, Thousand Oaks, London. The book was written in a very reader – friendly manner, with examples, illustrations and even cartoons to enhance learning. For instance in the design strategies , qualitative  inquiry uses purposeful sampling in which sampling is aimed to have insights on the phenomenon and not to have  an empirical generalization from a sample to a population. The probable misfortune in dissertation defense would be if one of the panelists would unknowingly look for quantitative parameters in my qualitative type of dissertations.

2. For additional learning, the author purchased a book entitled “The Art of Case Study Research” written by Robert E. Stake and published by Sage Publications of London. The book has 175 pages with even a glossary – index of important concepts. For instance in the area of triangulation, the book says that for an  author’s identified persuasion, there is a need for little effort of triangulation but for data critical to key interpretations, there is a need for extra efforts towards confirmation. The book speaks of four kinds of triangulation, namely, data source triangulation, investigator triangulation, theory triangulation and methodological triangulation.

3. To feel the current pulse in the UP NCPAG, the author studied a very current dissertation work that is still in the making but already in an advance stage, way ahead of this paper.  The dissertation is entitled “Collaborative Governance and Community Sustainability Indicators: the Case of Mining operations in Palawan”. The dissertation is written by Sol De Villa B. Rama.

CHAPTER 111

THE THEORETICAL AND CONCEPTUAL FRAMEWORK OF THE STUDY

A. The System Theory, in its pure form, “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.”[15] In a related discussion, 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.”[16] This relationships between and within the various administrative units is very much within the ambit of the System Approach which views the government as an organization which is unified and purposeful with interrelated parts.

B. Theories of Public Management are 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.”[17]

C. The Conceptual Framework

Figure 3: The Conceptual Framework

1. This conceptual framework begins with a point of view of the Marikina City government circa 1992 -2010. It is the given of the study.

2. The Marikina City Government is influenced by the Process and vice versa.

3. The Process in turn influenced the Outputs and vice versa.

4. The Process will be evaluated in its application of Business Concepts/ Theories of Public Management

CHAPTER IV

METHODS

A. Overview

This paper is qualitative; as such it will be guided by the following:

It 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 the interviews by seeking vicarious understanding without judgments. The researcher will focus attention to process. It will assume that changes are ongoing 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 situations 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 on what are really going on in the real world. What can be established with some degree of certainty? It will look for probable concepts or approaches 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 in Marikina City in the specified era. It will focus on questions that are important to the society. The research is focused on Marikina City government, picking situations that meet some criterion. It will try learning from any 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, the research will be on the innovations and approaches of the Marikina City Government from 1992 to 2010, to distinguish this study from previous or future studies on particular era in Marikina. These will be evaluated using the Theories of Public Management and business management concepts in a Planning – Organizing – Leading – Controlling format. The said era is covered by the three terms of Bayani Fernando and another three terms of Marides Fernando, so, a lot of research will be about the management approaches of the two.

B. What is the purpose of the Surveys?

Basically, the surveys will be based on the general problems and sub problems stated at the Statement of the Problems on Pages 14-17 by basically answering the following questions:

1. What are the philosophies, programs, projects, principles and innovations initiated during the time of former Marikina Mayor Bayani Fernando and Mayor Marides Fernando and the perceptions of the different sectors on them?

2. What are the Theories of Public Management and the different concepts within them? Among the philosophies, programs, projects, principles and innovations in Marikina, which of them will fall in some specific concepts within the Theories of Public Management? This can be achieved by coming out with a matrix of innovations vis a vis concepts within the Theories of Public Management.     

 Table 1:  Theories of Public Management vis a vis Innovations, etc.

                    Innovations, Ideas, Projects, Concepts, Philosophies Per Sector

Please take note that Innovations, Ideas, Projects, Concepts, Philosophies will be identified, listed and discussed based on the researches from secondary data and the surveys on the different sectors as well as on the interviews of the key informants.

3. What are the perceived leadership style of Bayani and Maria Lourdes that makes them good leaders?

4. 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 Perceptions per Innovations, Ideas, Projects, Concepts, Philosophies Per Sector.

Table 2: Perceptions of Different Sectors on Innovations, Ideas, Projects, Concepts, Philosophies Per Sector

                  Perceptions of Different Sectors

Analysis, conclusions, generalizations and insights will be done.

C. The Data Collection Techniques

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 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. The Study will use historical method in research through review and document analysis.

2. Key Informant Interviews

The primary data will be gathered through 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. MCF, BF and the former City Administrator will be interviewed.

3. Focus Group Discussions

The focus group discussion will be very helpful in validating the result of the interviews. It will be conducted with participants of three each among selected businessmen, civic leaders, and 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. Surveys

Surveys using quota sampling from 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.

5. Direct Observations

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.

6. Participants

The participants of the Survey, Interview, FGD and Observation would be: 1/3 is neutral, 1/3 is pro Fernando and 1/3 is anti Fernando to maintain balanced; or totally neutral in some cases.

The number would be in accordance with Figure 6 below.

Table 3: Summary of the Total Participants in the Survey, Interview, FGD and Observation 

1. 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. One common set of questions will be asked among different sectors to have the comparisons among them. 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 analyzed and later 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.

1. 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). 

END

Appendix 1: The Globalist Manifesto[18]

“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.)

Appendix 2: Marikina City Hall Departments [19]

Appendix 3: City Awards and Recognition, 2008

Appendix 4: Barangay Statistics

Appendix 5: A DECLARATION OF THE VALUE OF GLOBAL GOVERNANCE

WE hold these truths to be self-evident, 

—that the world can be made a better place through the evolution of consciousness and culture, 

—that we each have a responsibility of care and compassion for others and for the natural and cultural environments, in which we live, 

—that in order to fulfill these responsibilities and to secure the blessings of world peace, justice, and prosperity, it is necessary to institute a new form of global governance deriving it’s just powers from the consent of the governed, 

WE, the free citizens of planet earth, thus affirm the need for a system of global governance founded on the values of integral consciousness, which include: 

   The value of the universal family of humanity;

   The value of individual freedom and personal autonomy; 

   The values of decency, honesty, and respect for traditions;

   The values of progress, prosperity, and economic development;

   The values of multiculturalism, environmentalism, and egalitarianism;

   The value of the channel of evolution as a whole -- the system through     which individuals and societies develop.

WE, the undersigned, therefore solemnly publish and declare our intent to work toward the establishment of a limited, democratic, federal, integral world government; so that through this organization, we can begin to solve the global problems of war, hunger, poverty, disease, injustice, terrorism, environmental degradation, unfettered corporate globalization, ignorance, and despair.

Appendix 6: References

1.   Carino, Ledivina and Edel C. (2001). Guiza.2001.Devolution for Democracy: Good Practices Cases from the Philippines. Philippine Journal of Public Administration. 45(3)242-272, July 2001.

2.   Carino, Ledivina V.(1997). But is it Public Administration?: the Place of Voluntary Sector Management in the Discipline. Philippine Journal of Public Administration. 41(1-4):301-318, January – October, 1997.

3.   Bateman, Thomas S and Scott A. Snell. (2008).Management: Leading and collaborating in a Competitive World.8th Edition. McGraw-Hill Irwin. Boston.

4.   Brillantes, Alex B,Jr. (2001).Developing Indicators of Local Governance in the Philippines Towards an “ISO” for LGUs. Philippine Journal of Public Administration. 45(1-2):18-34, January – April 2001.

5.   Brillantes, Alex B, Jr. (2001).Doing Things Differently: Innovations in Local Governance in the Philippines.    Philippine Journal of Public Administration. 45(1-2): 84-96, January – April 2001.

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

7.   David, Fred R. (2009). Strategic Management: Concepts and Cases.12th Edition. Pearson. Singapore.

8.   De Guzman, R.P. and M.A. Reforma (1992). “Local Government: Organization, Powers and Functions, Relations with Central Government”, (Chapter 3) in Padilla, P. (ed.) Strengthening Local Government Administration and Accelerating Local Development, LGC, CPA-UP.

9.   De la Paz, Rodolfo S.(2000). Taga- Marikina Ka. River City GAZETTE.Vol.11.No.1.Marikina City

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11.     Dulay, Sofronio C. (2011). “The Emergence of Marikina Way”. http://marikinaideology.blogspot.com/. Retrieved on April 7, 2011.

12.    Falk, Avner.(2008). Islamic terror: conscious and unconscious motives, Praeger Security International Series. ABC-CLIO

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14.    Fernando, Bayani. (2009). Disiplina sa Bangketa. MMDA.

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Appendix 7: Resume of the author Sofronio Dulay

SOFRONIO C. DULAY

15 Isabelo Mendoza St., San Roque, Marikina City, Metro Manila, Philippines.

Tel # 645-8424; Cell Phone #: 0906-4666712; Email: totidulay@yahoo.com

Website: http://sites.google.com/site/dulayclan/cdm

Professional Experiences:

Consultant, Office of the Mayor, Marikina City, 2007- 2010 

Consultant, Office of the Mayor, Pasay city, 2005

Management Professor; (Program Coordinator for 2 years), Institute of Accounts, Business and Finance (IABF), Far Eastern University (FEU), Manila, Philippines, 2000 – present.

        Topics handled: development of an enterprise, operations management, executive leadership, e -commerce, strategic management, principles of management, organizational behavior, business policy and ethics, human resource management, industrial relations, principles of economics, purchasing and materials management, quantitative techniques in management, production management  and investment operations.

Director, California Finance, Marikina City, 1996 - 2000

Information and Materials Development Officer, Family Planning Organization of the Philippines (a subsidiary of International Planned Parenthood Federation based in London), Quezon City, 1992-1996

Assistant to the General Manager, Alhambra Industries, Inc. (a Swiss – owned company), Manila, Philippines, 1986-1992

Assistant to the President, Kramer Pharmaceutical Corp., Quezon City, Philippines, 1981-86

Other Experiences:

International –

Community Coordinator, Amnesty International - Philippines, 1987-1988

Vice Chair (formerly Vice President)/Trustee, International Movement of Development Managers (IMDM), 2003 - present

Local –

Director, Alumni Association of the Asian Institute of Management, 2007-2009

President, Marist School Parents Teachers Association, 2007- 2009

Editorial Consultant, Jade Anniversary Souvenir Program, Luis Bernardo HS Batch 68.

Class Adviser, Taypen Biogas (first runner  up - Filipino Chinese Business Club National Business Plan Competition), Hydrogenix - SAV (winner – Philippine Emerging Start-up Open and semi - finalist at the 2006 Entrepreneurial Idol Competition, Harvard University), Eco Tiles (Silver Medal – 2006 HSBC Young Entrepreneur Award), Coco Sugar (world champion “coolest idea award” – 2006 Entrepreneurial Idol Competition, Harvard University), Medical Information System (Top 10 finalist – 2006 HSBC Young Entrepreneur Award), 2005 - 2006

Class Adviser, Euro Fragrance (winner- IABF Business Web Plan Design Competition), 2005

Board Member, Entrepreneurship Educators Association of the Philippines, University Belt Chapter, 2005 - 2007

Committee Chairman, Council of Peers, IABF, 2004 – 2005

Member, FEU Committee on Elections, 2004

President, IABF Faculty Club, 2003 - 2004

Member, Nicanor Reyes Memorial Foundation, Inc., 2003 - present

Adviser, Management Society, IABF, FEU, 2003 - 2004

Committee Chairman, Student Records Committee, IABF, FEU, 2004-2005

Vice – Chair, Business Network and Social Involvement Committee, IABF, FEU, 2001-2002

Publisher, Marikina News, 1988-1999

Publisher, UP Vanguard Newsletter, 1983-1984

Vice- Chairman, Marikina Footwear Development Cooperative, 1987-2001

Grand Knight, Knights of Columbus, Council 7631, Concepcion, Marikina, 1996-1997

Lay Minister, Immaculate Conception Church, 1997-1998

Member, Public Relations Society of the Philippines, 1993 – 1996

Editor, Knights of Columbus Council 7631 Newsletter, 1998 – 1999

Education:

Doctor of Public Administration (Candidate)

NCPAG, University of the Philippines, Diliman, Quezon City

Master in Development Management                             

Asian Institute of Management, Makati City, Philippines, 2003

Master in Business Administration (42 MBA units, 15 pre-MBA units)

De La Salle University, Manila, Philippines, 1981-1986

Bachelor of Arts (University, College and Entrance Scholar, finished the course in accelerated 3 years instead of regular 4 years)

University of the Philippines, Quezon City, Philippines, 1978-1981

Diploma in Military Science (Cadet Officer and U.P. Vanguard Scholar)

University of the Philippines, Quezon City, 1978-1983

Basic Law Subjects

University of Sto.Tomas, Manila, Philippines, 1994-1995

High School

Marikina Science High School (First Honorable Mention and Lion’s Club Scholar) Marikina City, 1974-1978

Advanced Trainings Attended:

International -

Community Development Training, (U.N. sponsored), Bali, Indonesia, 1994

Promotional Materials Development Training, (JICA Sponsored), Bangkok, Thailand, 1993

Local –

Textbook Writing Seminar, FEU Manila, March 18, 2009

Microsoft Access Basic and Advance Training, FEU, Manila, June 6,8,28, 2006

Microsoft Publisher, FEU, Manila, June 2, 2006

Cross Media Publishing Using Adobe Photoshop CS2, FEU, Manila, April 20 to 25, 2006

Cross Media Publishing Using Adobe Flash Professional 8, FEU, Manila, April 26 to May 2, 2006

Cross Media Publishing Using Adobe Dreamweaver 8, FEU, Manila, May 3 to 8, 2006

Emerging Trends on Quality Standards and Quality Certification, FEU, Manila, January 2007

Research Capability – Building Seminar, Pius XII Catholic Center, Manila, 2005

Good to Great Seminar, Six Sigma Consulting, Manila, 2004

Tourism Research Seminar, University of Asia & the Pacific, August 2003

Servant Leadership Seminar, AIM, June 2003

Journalism Seminar, Asian Institute of Management, June 2003

Enhancing Research Competencies, FEU, 2002

Breaking Barriers, Defy Limits. Break Free, World Trade Center, Taft Ave., Manila, 2002

Rethinking Our Classrooms Seminar, FEU, July 2001

Strategic Planning – Vision for the Future, Cavite, October 2001

Seminar on Micro Lending Investment, Asian Institute of Management, Makati, 1998

Interpersonal Communications Training, Cavite, 1993

(Topped assessment examination, elected batch president)

Interpersonal Communications Training, Mandaluyong City, 1993

(Awarded best planner of the batch)

Social Marketing Workshop, Bacolod City, La Salle- JSI, 1993

(Got a perfect grade of 4.00, the highest in the class)

Lotus 123 Seminar, I/ACT Makati, 1989

Basic Computer Programming Seminar, La Salle, 1993

Methods of Research, U.P., 1981

Strategizing Workshop, Mandaluyong City, 1994

Strategic Thinking, Planning and Management, Quezon City, 1993

Conferences Attended and Organized :

International –

Participant, Asian Business Conference, Makati Shangri-La Hotel, March 1-2, 2007 Organizer, 1st International Development Management Conference, Asian Institute of Management, 2003

Participant, Asian Forum on Corporate Responsibilities, Makati, 2003

Organizer, IPPF International Members Assembly, Manila, 1994

Local –

Participant, International Forum Series No.9, Management Association of the Philippines, Manila Golf and Country Club, November 25, 2008

Faculty Assistant, 2007 Faculty Conference (FeUniversity: eLearning and eTeaching, FEU, Manila, March 29, 2007

Participant, lecture on Emerging Trends on Quality Standards and Quality Certification,  FEU, January 24, 2007

Participant, Grand Finals and Awarding Ceremony, The HSBC Young Entrepreneur Awards, 2005 – 2006, Makati Shangri-la Hotel, March 8 2006

Participant, Raising the Quality of Teaching Excellence through Personal Effectiveness and

Participant, Go Negosyo Summit 2006, Entrepreneurship Expo, Market Market, FB Global City, February 25, 2006

Participant, 2006 Go Negosyo Summit 2006, ENLI, FB Global City, February 23, 2006

Participant, Entrepreneurship and Basic Education, Philippine Center for Entrepreneurship, Manila Polo Club, October 25, 2005

Participant, 3rd Entrepreneurship Seminar Series, “Developing Social Entrepreneurs  in the Philippines”, FEU Conference Hall, September 2, 2005

Participant, 2005 Training Program For IABF Faculty, ”Using Film to Teach Business”, NRH, August 10, 2005

Organizer, 3rd Entrepreneurship Seminar Series, Entrepreneurship Educators Association of the Philippines, Inc. FEU, September 2, 2005

Participant, First AIM Alumni Leaders Summit, July 2, 2005

Teamwork, FEU Auditorium, March 28, 2005

Participant, Research Capability –Building Seminar /Workshop, Pius XII Catholic Center, Manila, January 26, 2006

Participant, “Good To Great Seminar”, Six Sigma Consulting, FEU, November 24, 2004

Participant, 3rd Entrepreneurs Congress, PTTC, July 2003

Organizer, National Sales Conferences, Kramer Pharmaceutical Corporation and Alhambra Industries, Inc., Manila, 1981 - 1991

Organizer, Cooperative Development Seminars of IABF, Quezon City, 2002

Participant, 12th Annual National Conference, COME, 2002

Participant, 1st National Public Relations Congress, Cebu City, 1993

Participant, 2nd National Public Relations Congress, Makati, 1994

Participant, 3rd National Public Relations Congress, Manila, 1995

Participant, Knights of Columbus National Conference, Cebu City, 1993

Scholarships/Awards:

Certificate of Appreciation, for being the Subject Specialist for E-Business and E- Commerce, given by IABF, January 5, 2009

Certificate of Commendation, Recipient of the Teaching Excellence Award for Four Consecutive Semesters from Second Semester, SY 2006 -2007 to First Semester, 2008-2009, awarded January 21 2009.

Certificate of Appreciation, as a member of the Panel of Evaluators, 2nd FEU Tamaraw Idol, The Business Presentation Skills Competition, March 10, 2007

Certificate of Recognition, 4th Best Adviser, 5th Business Show, October 3, 2003

Fr. Mc Givney Award, Knights of Columbus, 1996-1997

100% Membership Drive Award, Knights of Columbus, 1997

Teaching Excellence Award, (6 semesters and 1 summer), FEU, 2000 - present

2nd and 4th Best Adviser, IABF Feasibility Studies, October 2001

Gaston Z. Ortigas Scholarship Awards, Asian Institute of Management, 2001

Campus Journalism Award, Marikina Science High School, 1978

First Honorable Mention, Marikina Science High School, 1978

Lion’s Club Scholarship Award, Marikina Lion’s Club, 1974-1978

UP Vanguard Scholarship Award, University of the Philippines, 1981

Scholar, FEU Educational Foundation, 2003

University Scholar, University of the Philippines, 1981

Entrance Scholar, University of the Philippines, 1978

CMLI Model Student, Marikina Science High School, 1976 and 1978

College Scholar, University of the Philippines, 1980

Selected Published Articles:

“A Strategy for IABF of the Far Eastern University”, Global Business Insights, Vol. 2, No. 1, January 2005, pp. 25 – 47.

“LAM: The New FP Method”, LINK Vol.5, No.1, March 1996

“Advocacy Ala Filipino”, People and Development Challenges, Vol.1, No. 1, May 1994

“FP Advocacy through Fiestas”, LINK Vol.2, No.3, Dec. 1993 pp. 18 -19

“Careless Friendship”, the Manila Times, 1993

“Davao City: A Rendezvous for Reckless Romance”, YOUTHLINK, Issue #10, Japan, 1993

Websites and Blogs Designed and Maintained:

“Ang Angkan ng Dulay Dito sa Lambak ng Marikina “, 14 Pages Website, http://sites.google.com/site/dulayclan/system/app/pages/sitemap/hierarchy

“Marikina News, A Community Portal Website”

http://sites.google.com/site/marikinanews/cityhall

http://www.geocities.com/globalistmanifesto2/marikinanews.html

Lakan Dula Website

http://www.geocities.com/globalistmanifesto2/lakandula.html

The CDM Foundation Website

http://www.geocities.com/globalistmanifesto/founders.html

MDM Batch 14 Website

http://www.geocities.com/totidulay/global.html

Prof Dulay Personal Website

http://www.geocities.com/totidulay/TheGlobalistManifesto.html

International Movement of development Managers Website

http://www.geocities.com/globalistmanifesto2/supporters.html

The Emergence of “Marikina Way” Blog

http://marikinaideology.blogspot.com/

World Government via “The Globalist Manifesto” Blog

http://globalgovernment.blogspot.com/

Eligibility Examinations Passed:

Civil Service Eligibility - Professional Level, July 1983

Advanced Working Proficiency, (89%), Test of English for International Communication (TOEIC), March 8, 2007

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

[2] Ibid, pp.38

[3] Ibid

[4] Ibid, pp.41

[5] Ibid, pp. 68

[6] Ibid, pp. 124

[7] Ibid, pp.159

[8] Ibid, pp. 165

[9] Ibid, pp. 164

[10] Ibid, pp. 185

[11] Ibid, pp.205

[12] Ibid, pp 210

[13] Reyes, Danny. 385

[14] Ibid. 430

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

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

[17] Ibid, pp. 124

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

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