1.
EMERGING STYLES OF
GOVERNANCE:
A GLOBAL CONTEXT
Kenneth H. Ellison*
Reporter: Edwin B.R. Gbargaye
FDM 202 Ethics and Accountability in Public Service
Master in Development Management

2.
Kenneth H. Ellison
The Philippines is the center of some of the
richest experiments exploring new ways of
governing based on decentralization, local
autonomy and large-scale participation of the
nongovernmental community in democratic
processes. This is an attempt to provide a
sense of various shifts taking place in global
governance, in order to place these Filipino
experiments in a wider context of global
change.

3.
Outline
• Observations on Global Governance
• The Shift from a Centralized, Uniform, Top-Down
Service Delivery to Decentralized, Diverse,
Localized Service Delivery
• Shift from Self-Sufficiency to Interlinked Sectors
• Shift from Hierarchical Control to Stakeholder
Empowerment
• Shift from “Upward” Accountability to “Outward”
Accountability

4.
Outline
• The Shift from Standardized Procedures to
Performance Orientation
• The Shift from an Apolitical to an Advocacy-
Oriented Civil Service
• The Shift from Individual Skill Building to
Organizational Competence

5.
Observations on Global Governance
• Momentous Governance Reform Movement
last part of the 20th
century
• New Global Order of change –fundamental
shift of governance (old order-new order).
• Societies and key Sectors opting for
transparent and accountable covenant
between citizen and government
• This movement usher into the new milleniun
(21st
century)

6.
Observations on Global Governance
• The collapse of centrally planned economies
- Soviet Union and much of Eastern Europe
* Developing Countries desiring need for new Public
Management Models due to failures of bulky,
ineffectual, centralized bureaucracies , etc.
*Good practices and experience of highly functional
bureaucracies shown in UK, New Zealand and the US
*Involvement of the Developed and Developing worlds
(capitalist and noncapitalist systems)

7.
Impact on the Philippines
• Devolution through the Local Government
Code-1991
• Post EDSA revolution
• Pressure from the bottom-up making
governments to restructure system. (China,
Bolivia, Philippines, etc.)
• Decentralization and local autonomy were
some of the quest
• All in the name of Good Governance

8.
The Shift from PA to PM
• Change in government management (rules,
regulations, standards and systems)
• Practically top-down, command -control notions of
supervision
• “New Manageralism” as derived from the private
sector
• Government prioritizes citizens’ interest
• NGOs greater emphasis on the citizens best interest
- implementing, managing and evaluating delivery of
services
Government must be more responsible

9.
The Shift from Centralized to
Decentralized
• Centralization ----Decentralization
• Centralized and uniform service delivery ---
decentralized and diverse modes of service
delivery
• System of chaos --- diverse systems of service
delivery
• Top-down VS Bottom-up (inefficiency-efficiency)
• Decentralization-world wide web (internet) no
one in control

10.
Shift from Self-Sufficiency-Interlinked
Sectors
• From self-sufficiency –enabling interlinked
services (private sector)
• Government involvement of the private sector
into service delivery
• Privatization became the order of the day (Cory
& FVR) (1986-1998) It reduces state ownership
of the means of producing services
• Subcontracting especially at the local
government level
• Competition (deregulation) Telephone industry
(PLDT)

11.
Shift from Hierarchical Control-
Stakeholder Empowerment
• Hierarchical control -People follow order from
superiors
• Stream flow model of governance (top-middle-down)
• Empowerment concept-street level bureaucracy
• Lower level bureaucrats in charge and on top of things
• Local government in charge of many administrative
responsibilities
• Accountability in executing policies, plans and
management to the people

12.
Shift from Upward Accountability-
Outward Accountability
• Structure of Accountability (bottom –top)
• New structure (Accountability flow outward)
• New order (Accountability is multi-form)
• Accountability viewed as Democratic, direct and
outward
• Public officials are held accountable for their
performance
• Government is more directly accountable
outward to the people (citizenry)

13.
The Shift from Standardized
Procedures - Performance Orientation
• Standardized Procedures –Performance
-orientation
• Protection of Civil Servants (Prevalent in the
LGA)
• Meritocracy (Professionalism) at work and in
action
• Reward for performance not tenure of service

14.
The Shift from an Apolitical –Advocacy
Oriented Civil Service
• Civil service being nonpolitical organization
• Political neutrality
• An Advocacy role of the Civil Service
• Both administrative and political organization

15.
The Shift from Individuals Skill
Building-Organizational Competence
• Capability building
• Local Governments inability to perform certain
assigned task
• Capability –building has been individual- based
• Conventionally, technical skill values over managerial
competence
• Improvement needed in organizational effectiveness
• Reward system for competent staff and incentives for
institutions (DOH, DEPED, DSWD)

16.
Conclusion
• The global movement to invent the new
governance is placing a fresh demand on all
sectors. There is a need to reexamine our
assumptions, redefine our approach and retool
our expertise. Whether politicians, members of
government apparatus, citizens involved in
governance issues, or development professionals
dedicated to providing relevant technical
assistance to enhance government processes and
services, we all must heed these trends and
respond with new energy.

17.
Observation
• As PA matures in the realm of service it is well
noted that the field itself has tremendously
contributed to the democratic politics of nations
around the globe no matter where they are
found. Despite the public’s failure to accredit PA
for what it does, the field must and will never
rest in attempting to increase its level of
performance.
PA see itself as a major contributor to democratic
life. Its agencies bear important responsibilities
for anchoring the networks of governance.

18.
A democracy means that the citizens have effective
influence on decision making; it is a system that is
inclusive, participatory, representative,
accountable, transparent and responsive to
citizens’ aspirations and expectations.
Today, the Philippines is getting better off than it
were
some decades ago due to the shift in its governance
reform program that have afforded the full
participation of its citizens to get involve in its
development aspect.

19.
References
• Brillantes, Alex B., Jr.
1997 Decentralized Democratic Governance
Under the Local Government Code: A
Government Perspective….
• Diamond, Larry
1994 Rethinking Civil Society: Toward
Democratic Consolidation. Journal of
Democracy. 5 (3) July

20.
• Edralin, Josefa S.
1996/97 The New Local Governance and
Capacity-Building: A Strategic Approach.
Examples from Africa, Asia and Latin America…
Greer, P.
1994 Transforming Central Government: The
Next Steps Initiative. Buckingham: Open
University Press

21.
• Nabli, Mustapha K., and Jeffrey B. Nugent
1989 The New Institutional Economics and Its
Applicability to Development. World
Development. 17(9): 1333-1347.
• Oakerson, Ronald J.
1994 Institutional Analysis and the Conduct of
Policy Reform : Seeking New Rules of
Economic Organization in Cameroon.

22.
• Osborne, David and Ted Gaebler
1992 Reinventing Government: How the
Entrepreneurial Spirit is Transforming the
Public Sector. Reading, Massachusetts:
Addison-Wesley
* Ostrom, Elinor
1990 Governing the Commons. The Evolution
of Institutions for Collective Action.
Cambridge. Cambridge University Press

23.
• Ostrom, Elinor. L. Schroeder and Susan Wynee
1993 Institutions Incentives and Sustainable
Development. Infrastructure Policies in
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Ostrom, Vincent, David Freny and Harmut Picht
(eds)
1988 Rethinking Institutional Analysis and
Development: Issues, Alternatives and Choices
San Francissco International Center for Economic
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