Monday, December 17, 2007

Toti Dulay of the 2nd Congressional District of Marikina City

This blog page serves as the list of projects and activities initiated, managed or particiaped by Toti Dulay from 2007 to 2010 in his involvement in different organizations:

1.0. Consultant, Office of Mayor Marides Fernando

1.1. Grassroots Political Organization for Kabayani Party



I was tasked by Mayor Marides Fernando to coordinate with Associate Dean Dennis Gonzales of the Ateneo School of Governance regarding grassroots political organization. The meeting resulted into a Kabayani Party Seminar Worshop held from October 4-5, 2007, at the Astoria Plaza in Pasig City, the Ateneo School of Government conducted a seminar to help jumpstart the party-building process of Kabayani, a local political party based in Marikina City. Kabayani, which was founded by former mayor, now Metro Manila Development Authority (MMDA) chairperson, Bayani Fernando and current mayor, Marides Fernando. The Office of City Administrator Melvin Cruz organized the seminar.

The implementation of the vision and strategies formulated in the seminar needs the go signal of Mayor Marides Fernando.

Discussed with Melvin Cruz and Rep.Marcy Teodoro about the plan to put up an independent office for Kabayani Party.

1.2. Marikina City Hall Overseas Employment Project


With the approval of Mayor Marides Fernando and go signal of City Administrator Melvin Cruz, I initiated a tie - up with Aram Enterprises, Inc. headed by its Vice President Gemma A. Mercado, to send Marikenos to job abroad without placement fee. The project is in coordination with WAO OIC/PESO Manager Gildegardo R. Munar, TESDA and the Training Center at Nangka Elementary School. It will be manned by Engr. Angel Rufo of Rancho Estate, Joseph Quiles of Marikina Heights and Danny Justo of Kenworth.

Those who wants to apply, please proceed to WAO Office.

1.3. Habitat for Humanity Housing Project For Marikina City Hall Employees.


With the go signal of Mayor Marides Fernando, I initiated a tie - up between Habitat For Humanity and the Marikina City Hall to provide housing for City Hall employees. Series of meetings attended by the Mayor Marides Fernando, Habitat for Humanity President Alberto L. Jugo, City Administrator Melvin Cruz, Demy Posadas, Warren Ubungen, Architech Joy Alarcon came up with a 4-storey hausing project thru Pag-Ibig Fund in a government lot in Concepcion Dos, Second District

2.0. President, Marist School PTA based in Marikina Heights, 2nd District


2.1. Initiated the Marist PTA EGroup.
2.2. Came up with a Marist PTA logo and Letterhead led by Atty. Mae Lindo
2.3. Facilitated the donation of previous PTA boards headed by Miramar Ocampo of Marikina Heights of 2 million pesos to Marist School.
2.4. Facilitated the election and induction of Marist PTA Year and Section Level Representatives.
2.5. Halloween Party led by Hector Domingo
2.6. Christmas Party by Marist PTA Board hosted by Elaine Santos.
2.7. Renewed PTA SEC and BIR Registration led by Atty. Tess Caalim.
2.8. Activated the Marist PTA Office.
2.9. Launched the Egroup information campaign thru free TShirt to all Year and Section Level Representatives.
2.10. Revived the PTA Christmas Gift giving to all Marist teachers and staff.
2.11. Initiated college entrance review sessions for 3rd year Marist students thru Mrs. Betty Victorino Srimata.
2.12. Initiated graduation ball thru Mrs. Jocelyn G. Papas of DPWH.
2.13. Supported the Bingo Socials of the Marist Employees.
2.14. Supported the "Do Good Button Campaign" of Marist Guidance Office.
2.15. Supported the "Detecting and Handling Children Under Stress , December 14, led by Marist Guidance Office.
2.16. Suppoted recollection led by Alan Biazon


2.17. Prep School Family Day and Sports Fest led by Mrs. Vem P. Reyes of Miriam College

2.18.Supported the Gift Giving Project to Lolo and Lola on February 14, 2008.

2.19. Supported the Zaphyr, the Variety Show of Marist School, thru coordination with Miss Cruz of the Dance Club, benifits will go to the CRIBS Foundation.

2.20. Supported the Marist Faculty Development Program thru Educational Tour in Bohol, coordinated thru Marist PTA Board Lany Lambinicio.

2.21 Supported the uniform of the volleyball team of Mother's Organization of Marist School (MOMS) in the Marist-Notre Dame Friendship Game.

3.0. Past Grand Knight, Knights of Columbus, Concepcion Council 7631/ Former Lay Minister of Concepcion Church, 2nd District


3.1. Created the Egroup for Marikina Valley Asembly
3.2. Sponsored one station in the Stations of the Cross
3.3. Lectured on the heroism of Emilio Aguinaldo and Fighters of Balangiga in the Marikina Valley Assembly
3.4. Created the Concepcion Council Egroup.
3.5. Participated in the consensus building for the election of the next Grand Knight.

3.6 Joined in the fund raising dinner dance for Concepcion Church held in Kapitan Moy.

3.7. One of the hosts/sponsors in the K of C Concepcion Annual Xmas Carol

4.0. Former Faculty Club President and Former Management Coordinator, IABF-FEU


4.1. One of the campaign managers and donors of United Reform Party of the FEU Faculty Union
4.2. Pursued Doctor of Public Administration in UP NCPAG
4.3. Worked with Marlo Valencia for the nomination of Rep.Emil Ong and Dir.Yoko Ramos of the Office of the President as FEU Outstanding Alumni
4.4. Elected Section Representative in the UP NCPAG Student Council
4.5. Written doctoral papers a) Public Administration, the Marikina Way, and b) The On – Going Crusade for Formation of a Global Government: the Philippine Response

4.6. Talked to Rep. Marcy Teodoro to help the UP Faculty in thier fight to be excempted in the Salary Standardization Law

5.0. Titular Head, Dulay Clan of Marikina Valley


5.1. Directed the political activities of the clan in the last national and barangay elections.
5.2. Assigned one of my houses as temporary shelter of some relatives
5.3. Stand as ninong to the wedding of Iglesia Ni Cristo handog Abigael Salazar and US Navy Teck Guardiano
5.4. Hosted the All Saints Day Reunion of the Clan
5.5. Provided bi monthly cash and medical support to the matriarch of the clan.
5.6. Coordinated with some Lakan Dula descendants
5.7. Provided financial assistant to some members of the clan

5.8. Updated the Dulay Clan Educational Ranking

5.9. Prepared a power point presentation on the History of the Dulay Clan in his laptop.

5.11. Open a dollar account at PNB Seattle, Washington State to be the conduit of remittances among Dulay Clan members in the USA.

5.12. Reprimanded a Dulay Clan member who did not align with the clan's political stand.

5.13. Provided counsel to Dulay Clan members who are not prioritizing education.

6.0. Director, AIM Alumni Association; Vice - Chairman, International Movement of Development Managers


6.1. Attended Asian Business Conference
6.2. Attended Case Writing Seminar
6.3. Heads the Case Writing Committee
6.4. Pushed for Program Desk concept in AIM Alumni Office

6.5. Talked to a funding agency regarding a pro -poor micro finance program in Marikina.

6.6. Create an Egroup for the participants of International Case Writing Workshop in AIM

7.0. Chairman of the Board, FNC Savings and Loan; Convenor, Council of Elders, I. Mendoza St., and Former Team Manager of Kenworth Basketball Team Based in San Roque


7.1. Hosted a Mass for the Nuestra Senora de los Desamparados in my house and dinner for mass attendees and Special Guests like Mayor MCF, Chairman BF, Rep. Marcy Teodoro and Monsignor Balbago.

7.2. Helped organized the FNC Savings and Loan Association.

7.3. Offered Christmas Donation to OLA Devotees in San Roque visita.

7.4. Supported my son, Esdee, in his duty as OLA Sacristan.

7.5. Provided cash xmas gifts to San Roque Street cleaners, Drum and Lyre Corps of Parang and San Roque.

7.6. Supported the Marikina East Subdivision Midget Basketball Team in a league in San Roque.

7.7. Held a palaro for the children of I.Mendoza last San Roque fiesta.

7.8. Provided cash xmas gifts to Marriage Encounter Catholic Community, Our Lady of the Abandoned, Sta. Elena, Marikina City c/o Bro. Noel/Sis. Tony Aranas.

7.9. Hosted a new year party 2007 and presided the board of directors meeting of FNC Savings and Loan at the Dulay Ancestral House to declare dividend and increase capitalization.

8.0. Organizer, First MSAT Batch 78 Reunion


8.1. Accepted the challenged of the batch to be the Sections Mobilizer for the coming Reunion.

8.2. Hosted the Batch Xmas Party at the Dulay Ancestral House in San Roque.

8.3. Assist in the resource requirements of the batch every monthly meeting.

8.4. Proposed that the Batch help the Philipine National Red Cross in Marikina.

8.5. Arranged mass for the late Trelly Pascua; proposed "MSAT Batch 78 Second Generation".

9.0. Kumpare-Kumare ni Toti Dulay

9.1. Arlene Corral Dulay ll (Lenlen) Baptismal: OLA, April 30,1989

Kgd. Gerry Dulay, Councilor Anthony Mendoza, Terry Bodollo, Engr. Jay Francisco, Rep. Del De Guzman, Peter Perfecto, Dr. Jimmy Trinidad, Johnny Tortillas, Ruben San Diego, Atty. Cesar Turiano, Councilor Jojo Banzon, Jojo Pinga, Dra. Antoniette Corral, Lading de las Armas, Rachel Saldariega, Jovita Briones, Victoria Herrera, Ludy Victorino, Cristina Bantique, Emmeline Manrique, Flordeliza Reyes, Vivian Robrigado, Charit Estanislao Derpo.

9.2. Sofronio Corral Dulay ll (Esdee) Baptismal: OLA, April 6, 1995

Ambrocio Dulay,Engr.Bong Corral, Faustino Adamos, Kap Hepe Felipe, Lody Cadenas, Kap. Ben "Gana" Cruz, Nelson Diokno Santos, Tino Valentino, Councilor Fabian Cadiz, Pabling Aquino, Mylene Zerna, Feliciana Prado, Daisy Parangue, Daisy Martinez, Flora Herrera, Jocelyn Roque, Jennifer Alamares. Igan Dee (ninong sa kumpil)

9.3. Katreena Marie Corral Dulay (Katya) Baptismal: OLA, March 3, 2001

Wilson Dulay, Engr. Delfin Corral, Ric Orbin, Crisaldo, Andres, Sandy Borres, Jaime, Councilor Alfredo Mariano, Melvin Mitra, Baron Cervantes, Danny, Ligaya, Rossana, Ana Marie, Ma. Lourdes, Eloida, Mae, Aimee, Ma. Cecilia, Cora, Dina, Veronica, Joy

9.4. James Symon D. Francisco Baptismal:NSSHJ, Makati, July 4, 1998

Bill O' Donnel, Pocholo Domondon, Michael Laganzon, Jose Francisco, Jose Domondon lll, Aris Nueva-Espana, Rep. Del De Guzman, Prof. Toti Dulay, Ma. Rosario Ho, Marika Joan Domondon, Evet White, Cherry Francisco, Cherill Francisco, Rebecca Paguntalan, Aileen Banzon, Germalyn Alotencio

9.5. Catalan -Doyola Nuptial Concepcion Parish Church, July 25, 1992

Rogelio Albon, Prof. Toti Dulay, Councilor Fabian Cadiz, Teddy Manjalat, Lucita Albon, Fe Bago, Olive Zalameda, Delfa Gulay

9.6. Tsutsumi - Evangelista Nuptial IFI La Purisima Concepcion, May 6, 1989

Cho Reyes, Prof. Toti Dulay, Antonio Tan Lim, Manolo Mariano, Alejandro Galicia, Elvira Castro, Purisima Guevarra, Julie Buenaventura, Aliw Mateo, Glo Zabala

9.7. Raptos - Salinas Nuptial OLA,Oct. 2, 1998

Tito Faldas, Rodrigo Balana, Prof. Toti Dulay, Danny Espinosa, Vicente de Jose, Vic Bago, Boy Cacho,Edna Raz, Jessie Salinas, Ofelia Banarez Diaz, Miralona Sanchez, Beth Nillo, Editha Crisostomo, Lydia Garcia

9.8. Guardiano -Salazar Nuptial, INC Central, July 2007


This list is for only those that we managed to keep a copy of invitation. There are many occasions that Toti Dulay acted as ninongs to baptismals, weddings and kumpils but those important events are not listed here because we failed to secure the list of the ninongs and the other details.We apologize. Better still, please furnished us the old copies of invitations so we could add them here.


According to the Google cache of Marikina News, the website, was visited by 2, 271,082 visitors as of November 18, 2007, with an average of 100,000 visitors per month.The monthly average visitors make Marikina News an influential advocacy medium.Marikina News covers a varied array of topics – both parochial Marikina, local Philippines and global international.

It is dominating the following categories in Google Search: Marikina News Marikina Way Marikina Ideology Kabayani Tala Fernando Marides Fernando MSAT Batch 78 Lakan Dula Globalist Manifesto Kenworth Marikina Dulay Clan MDM Batch 14 Sofronio Dulay Formation of a Global Government Formation of a World Government Dulay AIM IMDM Marikina Valley Assembly Class Dagitab 82 Saint Raul Roco NCPAG Batch of 18 Globalist Manifesto Advocate Marikina Marist PTA Marikina Apartheid Marikinanews Theory of Divine Revision Bayani Fernando For President Marikina Tom Dula Diosdado Macapagal Ceferino Dulay




You can write what you want.

Monday, December 10, 2007

MSAT Batch 78 Joins Bayani Fernando For President Bandwagon

A group picture of the MSAT Batch 78 Steering Committee taken at the Ancestral House of the Dulay Clan of Marikina Valley near the Shoe Museum in the enclave poblacion of the city.

The 2010 presidential elections is still far,yet this early, people from all walks of life are already thinking of the next president. Anyone form among Noli de Castro and Bayani Fernando of Lakas-CMD; Mar Roxas and Francis Pangilinan of LP; Manny Villar and Dick Gordon of NP; Ping Lacson, Jinggoy Estrada and Jojo Binay of GO will end up as the president and vice-president of the Philippines in 2010.

One of the candidates whose snowballing popularity with silent majority is so eminent is Bayani Fernando. People like him for being straight, genuinely pro poor, and with political will. He is an enigma to lots of Filipinos all over the country. He solved the mess that was Marikina, he saved Metro Manila from decadence... he can save the country.

Bayani Fernando is so pupular that the Marikina News Bayani Fernando for President website is now visited by 2,325,354 viewers as of December 10, 2007, as per Google cache count with around 6000 visitors daily. If you type Bayani Fernando for President in Google Search, there are 12,900 entries.

One of the groups who are into the Bayani Fernando For President bandwagon is the MSAT Batch 78. When this group held their tenth year reunion in 1988, their guest speaker was a struggling local politician of Marikina by the name of Engr. Bayani Fernando.

Now, with most of each members fully stablished in their own fields, MSAT Batch 78, is again in the forefront in the banwagon for Bayani Fernando - this time as president of the Philippines.

Here are some selected excerpts from the Family.Com website of MSAT Batch 78:

Mga kasama, dumating si Vice Mayor Marion Andres nung xmas party natin sa bahay...nagpledge ng isang litson, medyo ayos ang pagkakadiskarte ng presiding officer na si Fortune. Si Neya kasi, masakit ang throat, hindi makapag preside, may sinasabi si doctora Joy Samson kung bakit sumakit, kaya lang unprintable....bakit kaya?Maganda palang gimmick to ha... maimbita nga si Eddie Gil sa susunod na meeting.Sus ginuo, apat na litson baboy at isang litson baka ang mga pledges, hindi kaya mahinog tayo tayo nito ng wala sa oras... kaya sinuggest na yung pledge ni Nelia Calimotan na litson baboy eh iconvert na lang sa alak... ok naman kay Nelia.Mas ok kay Norrel at Jerry Pareja.
1. dinala na ni pinsan Maribel yung leaflets about our reunion. pinamigay na sa lahat.
2. dumating si si Ed Corpus at tinanggap ang pisition na Souveneer Program Editor - In - Chief, Joey, wala na tayong problem.
3. Ginampanan ni Fortune ang papel na chief sponsor na sumagot ng dinner, cash raffle prizes, fundador, beer, softdrinks. Sya rin ang gumanap na chief presiding officer at chief entertainer..lumaban ng videokee kay Nelia...score nya 85 si Nelia 88 (pareng Forts, pang rumble lang yata linya natin). May speaking engagement lang sa Rotary kaya umalis ng mga 4pm...president sya dun eh.
4. Si newly elected kagawad Noel Montoya, lahat daw sasagutin nya... lahat ng tanong natin, susubukan nyang sagutin.
5.Si Maribel pala, dinala na rin yung Shoeland, naka imbak na dito sa homebase natin.
6. Gagawin na rin yung streamer, ni Maribel...financed by Fortune.
7. Dinala ni Redoni yung suggested meno sa reunion. sabi ng grupo, alisin na yung baboy at baka dahil sobra sobra na yung pledge...medyo bababa na presyo therefore ng menu..
8. Pagka alis ng lahat, naiwan kami nina Norrel, Ed, Gerry Barcelona, Gerry Pareja at Redoni... nagbrainstorming kami over two bottles of fundador at half case of beer. lahat napag usapan... ang lumabas na isang idea is dapat maraming programmed activities sa reunion para hindi boring...may D.I para lahat magsayawan... may videokee para kung sinong gustong magpasiklab sa pagkanta ng My Way at Pitong Gatang eh pwede... maraming parlor games... may may night out para kung sinong mabitin... sa labas na lang ituluy. Sabi namin kay Ed na tumutok sya sa pagpapaganda nga program with his experience in Ateneo.
9. Napag usapan rin namin yung Bayani Fernando for President. Pinakita ko sa batch na dumating ng maaga ang "Marikina News - Bayani Fernando for President" website na meron ng 2.3 Million visitors as now, based on Google count. MSAT Batch 78 controls Marikina News..thru me and Joey and Neya. Si Fortune naman, which is married to a Fernando, will adopt BF in his batch at the National Police Academy. Nadiscuss ko na to kay Mayor Marides Fernando.
By the way...Good boy na si Norrel...

Saturday, December 1, 2007

Bayani Fernando For President

Wikipedia listed the following as presidentiables for the 2010 Philippine presidential elections: Noli de Castro, Bayani Fernando, Mar Roxas, Manny Villar, Dick Gordon, Sonny Belmonte, Loren Legarda,Ping Lacson, Chiz Escudero, Jinggoy Estrada, Jojo Binay and Francis Pangilinan.

Articles are written for every presidentiable. You may click this: Philippine general election, 2010, if you want to see them.

We are reprinting the Article written by Wikipedia for Bayani Fernando:

Bayani Fernando is well-known to have introduced efficient vehicular traffic systems, improved flood control and waste disposal,providing homes for the squatters of Marikina, securing jobs for so many people as MMDA chairman, and raised Metro Manila's profile through a massive rehabilitation and beautification program. He is known as an advocate of good taste, excellence, no nonesense pro - poor projects, political will in public service, and deep patriotism. (He named is only child Tala, his sisters are named Mayumi, Ligaya, etc.) As a young engineer, he went to EDSA 1, bringing with him his crew and construction equipments to help Filipinos who are sorrounding EDSA then, on their needs. As a young boy, he was a Sacristan and was awarded most outstanding Boys Scout. Lakas - CMD considers him as a presidentiable after noticing that there is a strong snowballing clamor for him to run for national public office.Several signs of this snowballing clamor includes the sprouting of Bayani Fernando for president spots in cyberspace [1] which had been visited by 2,302,267 viewers as of November 26, 2007, according to Google Cache Count, with an average of around 6,000 visitors daily; and [2] with hundreds of letters from all over the country urging him to run for Philippine President in 2010. If you type Bayani Fernando For President in Google search, you will see 38,900 entries, a sign that there is really a snowballing clamor for him to run for President of the Philippines in 2010. This snowball is timely and will reach its peak in time for the presidential elections.Up close, he has a "masa" appeal and a folksy manner, complete with authentic "Marikina accent" and a "native - Filipino - looking - face in a native Filipino name", with a streak of heroic flair from time to time, like firing his long - time political strategist who ordered the demolition of a squatter colony without a relocation.

Political résumé:

Current Post: Chairman, Metro Manila Development Authority
Secretary,Department of Public Works and Highways
Mayor, Marikina City 1992-2001


We are supporters of Bayani Fernando and we anticipate that this Wikipedia entry will become very dominant as the election closes in. We request fair play among all other supporters from other candidates. Let us not edit each other out to float our bet. Say factually your point and we will say factually our point. Bayani Fernando is right now an underdog despite the fact that so many Filipinos would want him to run for President. He has not decided yet whethet to run or not. If you want, please join us to convince him. Bayani Fernando - Mar Roxas is a good tandem specially the fact that Bayani Fernando's father, Mayor Gil Fernando is the founder of the Liberal Party of Marikina so Bayani Fernando has a soft spot on the Liberals. Lets be gentlemen enough not to edit each other out because who knows , we might end up in the same ticket in year 2010... Philippine politics being so fluid. —Preceding unsigned comment added by (talk) 07:48, 27 November 2007 (UTC)

Bayani Fernando for President is indeed snowballing. But a team up between BF and Roxas is very unlikely because BF is a loyal Party National Officer of Lakas - NUCD. He is also one of the few original members of Lakas NUCD who thru times flowered into a national leadership. He is a home grown Lakas officer, so to speak, and that is why FVR is very much behind him, for sentimental reason. In fact, he is the best bet of Lakas today, because according to Dir. Melvin Mitra of Malacanang, VP Noli de Castro is more inclined to join KAMPI.Lakas is the party of FVR and KAMPI is the party of GMA. Bayani Fernando has captured the imaginations of the Filipinos and he is not a traditional politician. Besides, he is also rich, with his company having been one of the top contractors of the country for so many years up to now, so, campaign fund is not his problem. He is unique type of public servant who became rich thru his honest to goodness and above board businesses, unlike some presidential aspirants who are very rich but does not have a business of their own. (Where did they get the money?). You will be surprise that Bayani Fernando has a track record, not only image, but a real track record, of pro poor projects, including giving homes to thousands of squatters when he was the mayor of Marikina and providing employment to thousand of jobless Filipinos. He is a real masa, a masa in real life. Unlike Erap who is only masa during photo ops and campaign sorties, but inside his cirlce, he is sorrounded by elites, beautiful girls and wheeler dealers.In fact, Erap was found guilty making money from the pension of ordinary workers in SSS in connivance with the rich (a reverse Robin Hood, you may say). Bayani Fernando, even in his house and in his office is sorrounded by masa or middle class professionals.. even in social gatherings, he is comfortable in a company of the masa and hard working middle class. Remember, he is a construction boy, so he knows how to deal with the "piyons". When Bayani Fernando said,"tignan nyo tong mukha ko, wala pa akong pinapatay... " True, he has never been involved in politics of violence. His politics is politics of pro poor public service, excellence and good taste. Water seeks its own level and Bayani Fernando has arrived.There is hope for the Philippines now. —Preceding unsigned comment added by (talk) 13:52, 27 November 2007 (UTC)

Monday, November 19, 2007


Fr. ED PANLILIO as Elected Governor of Pampanga
I'm 100% sure this income disparity is replicated in all the provinces of the Philippines . If we had more Ed Panlilio's in our government, we would be just like Singapore in a short time.

Read on...... We hope we are witnessing what will be a sustained revolution in good governance in the Province of Pampanga , under its newly elected governor, Fr. Ed Panlilio. According to the Philippine Daily Inquirer of August 26, only one month after Fr. Panlilio assumed his gubernatorial duties, the province ' s income from the quarrying of volcanic ash from Mount Pinatubo had reached P29.4 million . (Haulers pay a fee of P300 per truck of volcanic ash that they haul from the quarry.) By contrast, during his predecessor Mark Lapid ' s term as governor, the province ' s income from the same quarrying operations amount Ed to only P29 million a year . This gaping variation in official incomes from the same activity should inspire a new set of textbooks in Arithmetic, especially for the school children of Pampanga.
There is nothing like local color and local situations to cultivate comprehension in young minds.

Sample problems:

1. If Fr. Ed ' s provincial government can collect P29.4 million in 26 days (we assume no quarrying on Sundays), how much does it collect in one day?
Answer : An average of P1.130 million.

2. If Fr. Ed ' s provincial government collects an average of P1.130 million a day from quarrying operations, how much can it collect in one year of 313 days (365 days less 52 Sundays)?
Answer : P353,690,000, or P354 million.

3. If Fr. Ed ' s provincial government can collect P354 million a year, and Mark Lapid ' s provincial government collected only P29 million a year, what is the difference in their official yearly collections?

Answer : P325 million a year. 4. If Mark Lapid was governor for four years and his provincial government ' s annual collections from quarrying amounted to an average of P29 million, how much did his provincial govt. officially collect in four years?

Answer : P116 million. 5. If Fr. Ed manages to remain as provincial governor for four years, and his provincial government ' s annual collection from quarrying were to average P354 million, how much will his provincial government collect in four years?

Answer : P1.416 billion.

6. What is the difference between P1.416 billion and P116 million?
Answer : P1.3 billion.

7. Where did this P1.3 billion go?

Answer : Only God and the Lapids know. ( ' Lapids ' is in plural because Mark, as a second-generation political dynast, succeeded his own father, now Sen. Lito Lapid .
We don ' t know how much Lito ' s provincial government officially collected from quarrying operations during his watch. Should be a good investigative project for media.)

8. If Gawad Kalinga spends an average of P75,000 per low cost house, how many low-cost houses can P1.3 billion build?

Answer : 17,333 low-cost houses. 9. If the average Pampanga family were to consist of five persons (father, mother, three children), how many people would be benefited by 17,333 low-cost houses?

Answer: 86,665 persons .

End of Arithmetic lesson.

Fr. Ed is to be congratulated for setting a high benchmark for collection from quarrying operations against which his predecessors have a moral obligation to explain why their collections were so low, and against which future governors will be judged by the people of Pampanga.
Volcanic ash, by the way, is a superior building material. Many of the buildings, aqueducts &monuments of the Roman Empire that have survived for almost 2,000 years are known to have been built w/ volcanic ash, quarried from the environs of Mount Vesuvius after it erupted in 79 AD.

We don ' t expect Fr. Ed ' s moral victory in Pampanga to be remembered for the next 2,000years.We would be happy with five, ten or 20 years, enough, we hope, to spawn a moral-revolution- by- example to save the Filipinos from their worst enemies - themselves.
GOOD LUCK Philippines !

"Therefore, the primary cause of poverty is not overpopulation of the Phil!
It ' s because our country is overpopulated with corrupt officials"


This is worth sharing…
God bless

Note: The first 3 Egroups who received this letters are: , ,

Please feel free to add your egroup to this list.

Saturday, November 17, 2007


According to the Google cache of
"Marikina News - Bayani Fernando for President" website, it was visited by 2, 271,082 visitors as of November 18, 2007, with an average of 100,000 visitors per month.

The website is dominant in the following topics in the Google Search:
"As a leader, I cannot cry with the poor for if my eyes are blinded by tears, who will lead them out of poverty? The people would eventually realize that what we are doing is for everybody, especially the poor. It is what the people of Marikina realized when we implemented similar measures. They are now more politically matured because they are now reaping the good effects of discipline." Bayani Fernando

You can write what you want to Bayani Fernando in the comments portion below.

Saturday, October 13, 2007

Public Administration, the “Marikina Way"

Prof. Sofronio Dulay

1.0. Introduction

Public administration, the way it is being done in “Marikina City” since the time of then City Mayor Bayani F. Fernando, who is now the MMDA Chairman, up to the present city mayor, Marides C. Fernando, has been a source of fascination among the general public. The city has been reaping several local and international awards. The cleanliness and orderliness of the surroundings around the city is phenomenal. The squatters, the flooding, the anarchy in the sidewalks were all acted upon. Its programs are trailblazing. Oftentimes, you will hear people saying that if things can be done in Marikina, why can’t we do it in other places? In fact, even the Asian Institute of Management’s International Movement of Development Managers is planning to come up with a training module for local leaders on how they can benchmark on Marikina. The proximity of Marikina to Manila and the IRA it gets from the national government as mandated by the Local Government Code are some reasons why Marikina achieved a lot of things. But there is something - a factor in Marikina’s success story - that maybe of interest to the public administration practitioners and the general public. We will call that factor the “Marikina Way”.
I will develop this paper the “Marikina Way” – direct, honest and unsophisticated. I will not spend much time writing about Marikina or its program of government. I will not use the style of Asian Institute of Management where an environmental scanning is done, prepare some analysis using some management science tools and finally, do some smart recommendations.
Rather, I will write this in very direct manner: write the salient points of dominant ideas in public administration and relate them with the “Marikina Way”. At the end of the paper, I should be able to unveil some of the mysteries behind the success of Marikina City. (Comment of Prof. Danny Reyes: "Are they mystery or simply innovation?" , Answer: Of course they are not mysteries, it is only a literary spin to make this stuff exciting.)

2.0. Public Administration Defined

Public administration is defined differently defending on context and emphasis. According to David Rosembloom, public administration is the action part of the government. It is the means by which the purpose and goals of government are realized. As a field, public administration is concerned with the means for implementing political values and is identified with the executive branch. It differs with political science on its emphasis on behavior, methodologies and bureaucratic structures. Dwight Waldo defined it as the organization and management of men and materials to achieve the purpose of government. To him, it is the art and science of management as applied to the affairs of the state. According to Raul de Guzman, public administration may be viewed to refer not only those activities in implementing policies and program of the government but also the process and contents of these programs. Gerald Calden, on the other hand define it as a cooperative group effort in public setting showing interrelationships of the executive, legislative and judicial branches of the government. Being part of a political process, it has important role in the formulation of public policy. In a significant way, public administration is different and more important than private administration. It is however closely related with the individuals and private groups providing services to the community. As a field of study and practice, it is closely related to the human relations approach of management.
Public administration the “Marikina Way”, an eclectic public administration approach whose credence is anchored on the world class progress of Asia’s shoe making capital, Marikina City, and can be viewed in the statement of it’s city mayor Marides Fernando: “Our city hall is run like a private corporation. We treat our clients as our customers whom we want not only to satisfy but to delight” This view of public administration is within the new public management framework which does not emphasize much the administration and politics dichotomy but on the private sector’s total quality management concept of customer satisfaction. But because “Marikina Way” also uses other paradigms of public administration, it is therefore an eclectic approach to public administration.

3.0. History of the Public Administration

Democracy in America is a book published by a young French magistrate Alexis Tocqueville in 1835 and 1840 which is partly a result of his study of the US penal system as well as the viability of the American democracy and system of government. In his book, he said that in the US, public administration was not taken seriously as a subject of study and is limited to oral and traditional term.
The Jacksonian democracy of President Andrew Jackson started the democratization of jobs in the US civil service. It viewed federal job as simple that does not require elaborate education. This view of public administration open a floodgate of personalistic appointments based on political loyalties.
A progressive movement to professionalize public service produced the Pendleton Act of 1983 which instituted the merit system in the civil service.
In 1987, Woodrow Wilson’s “The Study of Administration” revolves around the team of professionalizing the bureaucracy by separating administration from politics and prescribing what he termed as an approach towards the science on administrative practices. This dichotomy of politics and administration was acknowledged several years later, in 1926, in a book by Leonard White entitled “Introduction to Public Administration.” Frank Goodnow made a further elaboration of this dichotomy concept in his book “Politics and Administration: A Study of Administration” by saying that politics is the expression of the will of the state while that of administration is the execution of that will.
In 1930’s a movement clamoring for the inclusion of scientific process to the public administration is getting adherents. The scientific method and the one best way approach of doing things was being advocated by Frederick Taylor. Taylor argued that to increase the predictive values that account for the fluid nature of the administrative phenomenon, public administration must embrace scientific method in the shop room level. The “Papers of Public Administration” by Luther Gulick and Lyndal Urwick talks about public administration revolving a linear process of planning, organizing, staffing, directing, coordinating, reporting and budgeting, or POSDCORB. Herbert Simon criticized this approach as being mere proverbs and state that the real managerial function is in the decision making process, which will later be adopted in the studies of public policy making..
In the writings of Gaus “Reflection in Public Administration”, it says that public administration can not dissociate with its political environment, thereby putting the discipline nearer to political science.
Eventually, public administration will be recognized as an eclectic field, picking up new perspective from psychology, sociology and political science. Thomas Kunn in his book “The Structure of Scientific Revolution” talks about paradigm and paradigm shift. The concept of paradigm, that is a package of related ideas agreed upon by a group of like - minded scientists and educators, gives character to public administration, and make the discipline self - conscious by integrating its thoughts in the order of a paradigm.
New public administration, putting ethics, values and social equity in public service was born in Minnow brook Conference at the Syracuse University in 1968.
Reinventing government, a public administration approach that uses the entrepreneurial management theme of the private sector such as privatization, total quality management and contracting, emerged in the 1980’s. There are other concepts that eventually joined in the public administration ambit, such as using the managerial rigor of the private sector in the affairs of the state which will later be known as the new public management.

4.0. The Public Administration Ideas and Its Parallelism with “Marikina Way”

4.1. The Bureaucratic Model

The bureaucratic form is most appropriate in an organization where productivity is a barometer, characterized by a highly routine set of activities, among which, is the government bureaucracy. This model was articulated well by Max Weber, one of the founders of the modern sociology who also influenced economic, social and administrative thoughts. Weber expounded on the concept of rational legal authority which is an authority by virtue of a position. He believes that bureaucracy is the most efficient form of organization when addressing complex institutions like business, government and the military. These institutions came out of the needs of the society. With his model, Weber was able to provide a useful framework and point of departure for much of the current theories and empirical research on complex organizations. However, it is by nature of its design, bureaucratic mechanisms may develop certain forms of autocratic leadership and control that may have dysfunctional consequences on the organization. The bureaucratic model of Weber has the following basic characteristics: 1. Fixed and officially identified areas, field of specialization and division of labor, regular and fixed duties, rules on authorities to give command and employment of staff based on qualifications. 2. Hierarchical positions where there is supervision of the higher office on the lower office. Unity of command exists together with super and subordination with authority serving as the formal system of communication. 3. System of abstract rules exists and while personnel changes, rules persists. 4. A separation of private life and public office with official activities demanding full working capacity of the impersonal individual, and, 5. The principle of merit pervades in the selection and promotion of employees with examinations as a prerequisite to employment which also presupposes expert trainings on the part of the applicant.
The ‘Marikina Way” as regards to bureaucracy, can be viewed in the ideas of MMDA Chairman Bayani Fernando put forward in a party building workshop held recently in Astoria Plaza in Pasig City, for his own Kabayani Party. (Prof. Danny Reyes asked:"When?", Answer : See Ateneo Web ).He said that bureaucratic structures all over the world may not have major differences because they are based on the needs of men. Since the needs of men are somewhat predictable and similar, ergo, structures addressing these needs are almost similar. What makes the difference among good organizations and bad organizations is the management. This is somewhat similar to the idea of Herbert Simon on his reaction to POSDCORB saying that decision making is more important that prescriptive proverbs. Fernando emphasizes the virtue of good leadership, political will and action - even quoting an author from his personal readings saying that “men of pure intellect do not rule the world but those who have the will and action.” To Fernando, a leadership that inspire followers and staff is capable of coming out with good management because it will have a cascading effect of good management and judgment from up to bottom. To him, it is useless to keep on blaming the structure, because structure will always be essentially the same. Rather, it is better to concentrate on good management to mitigate the imperfections of the structure. One way of putting good management into action is to stop old programs that does not address effectively the priority needs of the constituents and initiate programs that address them on its root. In Marikina, flooding was solved by not just occasional cleaning of drainage that may be used for political visibility but on engineering solution of directing the flow of water into the river by building drainage system that are not circuitous and leads to the river in the shortest route possible. This is a combination of good management, good decision making and an engineering expertise, he being an engineer. Fernando fights the corruption in the bureaucracy and he will even dramatize them “para wag pamarisan” (to serve as example). At one time, he fired his long term political strategist who is making money demolishing informal settlers using governmental resources and authority in behalf of private individuals. (Prof. Danny Reyes asked: " But is he putting this to use now as MMDA Chair? Answer: Yes, of course, unfortunately, my paper is only about Marikina, that is what you previously approved.)To Fernando, corruption in third world countries may already be a way of life but this should not hinder the leaders from exercising good management. As way of looking at it and not hindering leaders to pursue their good judgments, corruption can be considered a personnel cost, just like informal “salary increases” to underpaid civil servants or tips in the restaurant. Corruption in the bureaucracy should be consistently fought with but it should not hold captive the leadership from pursuing good governance.

4.2. Politics and Administration Dichotomy

According to Woodrow Wilson, an academician who later became the president of the United States, administration is outside the proper sphere of politics, administrative questions are not political questions. Although politics sets the task for administration, it should not be suffered to manipulate its offices. This came about as a reaction to the prevailing preoccupations in the US that time …on putting too much drama on constitutional questions and thereby ignoring government operations. This situation leads him to say that it is harder to run a constitution than to frame one. Wilson said that in order to achieve some degree of efficiency in the public sector, one should benchmark on the management styles of the private sector. To him, administrative responsibility would be improved through centrally structured power based that is basically hierarchical.
For some respect, the “Marikina Way” subscribes to the idea of Wilson, especially on benchmarking with the private sector. By force of circumstances, MMDA Chairman Bayani Fernando and Mayor Marides Fernando have been in the private sector before they join politics. Their flagship company is a construction firm that built several tall buildings in the main commercial district of the country. Even the writer of this paper, who was one of the campaign staff of Chairman Fernando when he first run for Mayor and now a Consultant of the Office of Mayor Marides Fernando, has never been in the public sector. However, the dichotomy of administration and politics was disarticulated in “Marikina Way” due to the fact that it emphasizes more on political will, action and getting things done, so, to centrally manage politics and administration is necessary. One proof to this approach is the fact that the Administrator of the city is also the Secretary General of the Kabayani Party. The best way to control politicians is through their political party, through party whips when they hinder or mothballed the government priority programs. There are instances of systematic weeding out of grandstanding politicians who deviates from the Kabayani Party’s government programs which resulted often times to the politician’s untimely political obscurity. Lately however, the City Administrator himself is recommending creating another position that will handle purely Kabayani Party matters because of sheer volume of works but not on consciously adapting the administration – politics dichotomy.

4.3. The Scientific Management School

According to Frederick Taylor, there is one best way of performing in any organization and this best way can be discovered by investigating the various components of work and announcing the result of the study to the workers so that they could adopt them. He said that detailed time and motion study improves the efficiency of the production process. He said that every single act of workmen can be reduced to science. It is therefore the role of the managers to design and to conduct experiments, to plan the work process, to discover the efficient techniques and to train workers to these techniques. This will usher the mutuality of interest between workers and entrepreneurs because high productivity gives higher salary or incentives to workers and bigger profit for the entrepreneurs. The key concepts of scientific management school are the identification of a standard of an ideal worker, time and motion study, the work standard and the differential rate system. Taylor’s method was applied more in the ground level and is useful among line managers as it addresses the kind of characteristics the line managers must have. Time and motion study has the following steps: define the task to be studied and inform the workers to be studied, determine the schedule of the study, time the job and rate the workers’ performance, and finally come up with the standard time. In real life however, unionized workers fear that working faster would lead to fewer works available later. There are also instances that the emphasis on too much productivity and profitability leads to exploitation of workers and even customers. This also undermines the discretion and better judgments of the managers. As a whole however, time and motion study eliminates unnecessary motions, combines similar activities, improves the arrangement of workplace and improves the design of tools and equipments.
The “Marikina Way” is strong in the advocacy of one – best - way principle, owing to the fact that the main proponent of this eclectic concept is a highly successful mechanical engineer, (Prof. Danny Reyes asked: "I thought he is a civil engineer?, Answer: He is a mechanical engineer, take it from me, he is my idol.) Bayani Fernando, who made his first million as a businessman constructing high rise building in the country’s main business district. The redesign of road networks in Marikina city which maximizes the use of river banks and creek banks for accessibility, at the same time preventing them from being converted as squatter areas, is an application of ergonomics. Marikina city even has the standard time for the response of the firemen and the policemen by placing public safety substations in strategic places in the city. ( Prof. Danny Reyes commented: "This is Taylor indeed", Answer: "Of course, my paper exactly would to show parallelism.") The advocacy of see – thru fences is also along this line. It creates illusion of spaciousness, prevents crime, and gives beauty to the environment because it will encourage the owners of the place to beautify the area since it is seen by the public. The implementation of set - back from the road in residential and commercial areas, being a law in the building code, is well implemented in Marikina City. Tearing down existing residential and commercial buildings just to comply with the set – back rule as per zoning ordinances, might be very cruel. But, in applying for new construction or major repairs, an applicant is required to comply with the set - back rule, thereby slowly but surely, rectifying the mistakes of the past, thru time. Garbage collection is always on schedule, one set of schedules is for biodegradable wastes and another set is for non biodegradable wastes. The citizens, partly to develop awareness of the system, are required to tie green strings to plastic bags containing the biodegradable waste and pink for the non biodegradable. Incidentally, green is the political color of Bayani Fernando during his political campaigns in Marikina and pink is the color of current mayor Marides Fernando. This scheme combines political campaigning, value formation and operation management. Engineering and construction equipments are well maintained to develop the capacity of the city in doing fast and pro - active engineering responses, like clearing of obstacles on the sidewalks. Bayani Fernando loves to say, in fondness, that some city engineering office in some cities in Metro Manila doesn’t even have the technical capacity to remove an empty, huge and stinking concrete flower base obstructing the side walks of the main thoroughfare of the metropolis. The contribution of “Marikina Way” to the scientific management school of Frederick Taylor is that it is not enough that you identify the one best way, what is important is your will to implement them. That is what differentiates the “Marikina Way” from ordinary scientific management school adherents.

4.4. The Administrative Science Approach

The lead theorist of this approach is Henri Fayol, a manager of a large iron and steel plant, and his theories find prints in some basic management textbooks. He believes that as the manager moves up into the organizational ladder, the demands for his management skills increase while the demands for his technical skills decrease. He defines management in a simpler linear term than POSDCORB. Incidentally, Fayol’s definition of management is the one being used in main management textbooks - planning, organizing, leading (commanding and coordinating), and controlling. He identifies six major operational activities in business management: technical as in production and manufacturing, commercial as in buying and selling, financial as in the acquisition and use of capital, security of personnel, accounting and managerial. Fayol stated some principles of administrative managements as follows. Division of labor concept states that workers and managers working on the same matters acquire a great sense of mastery, ability, sureness and accuracy of the job thereby making them more efficient. Authority and responsibility must be properly defined. It can provide legitimacy to give orders and extract obedience. Discipline must pervade in the organization thru good leadership in all levels. One best way to affect discipline is by applying judiciously and consistently fair rules and agreements. Unity of command - that is an employee receiving orders from only one superior- is necessary. There should only one plan and one leader for group of activities serving the same objectives. This is known as unity of directions. Individual interest must be subordinated to the general interest. Remunerations should be fair as possible to afford satisfaction to both personnel and the firm. Centralization is important, although it may vary from case to case. The share of initiatives left to the intermediaries defends on the personal characteristics of the managers, reliability of the personnel and the conditions of the organization. Scalar chain must be maintained. It is the chain of authority from the leader to the lowest rank and file. It is an error to depart needlessly from the chain, but is a greater error to keep it when some portion of it became detrimental to organization. Order is necessary in the organization. There must be an appointed place for everyone and everyone must be in their appointed place. Equity, arising from kindness and justice, must pervade in the organization. The stability of tenure for everyone must be respected. Part of it is reasonable time for employees to get used and succeed to his new work. A culture of respect for initiatives should be in place. There must be some encouragements for thinking out and executing plans. Esprit d’ corps, or harmony and union of everyone, must exist in the organization.
Lots of laymen have the misconception that the “Marikina Way” is a dictatorial way (Prof. Danny Reyes commented: " Yes, I heard this" , Answer: "Its a misconception"). In fact, Bayani Fernando has occasionally been labeled as Hitler by some individuals. But if one is familiar with Henri Fayol’s administrative concepts, which are one of the classics in administration and management thoughts, one will realize that Bayani Fernando is literally just like a “child who did his homework”. When he once posted in bold letters in his office in Marikina City Hall something like… “Make sure that everyone has my order”, some people reacted that this man is so dictatorial. That singular post, an action, can be viewed in the light of Fayol’s concept of discipline, unity of command, unity of direction, centralization, scalar chain, order and even esprit d’ corps, which are prescriptions in how to manage well a complex organization which is turning from chaos to responsive public service. Bayani Fernando loves to dramatize things by once burning some wares of illegal vendors in front of the public. He admitted that he has to do that once, in a highly publicized way, to drive home the point of the importance of the rule of law. Secretly, he paid for that vendor’s ware.( Prof. Danny Reyes commented: "More he just reenforced the behavior", Answer: "Its a matter of style, dramtizing things but having a heart is a style, that is why BF can be a good President"). That highly publicized and dramatized defining moment broke the backbone of the mentality that doing illegal activities, like illegal vending, is just fine. If you see Marikina Public Market today, it has expanded…so orderly, clean and bursting with commercial activities. Residents of nearby towns and cities do their regular trips to Marikina Public Market. It has been winning lots of awards and citations from both local and international awarding bodies. It is now compared to a huge privately - run mall, with all the positive things attached to it. Bayani Fernando has the will to implement classical management concepts like that of Fayol to the letter. He once spoke in the national televison, in a typical Marikina accent saying, “maraming mga tao na gustong makita ang itsura ko, na isang Hitler daw….pero, tignan nyo to, wala pa akong pinapapatay..” Indeed, hurting or killing anyone is never in the political style of “Marikina Way” and the history or track record will show it. If Bayani Fernando does not like you, he will just not mention your name in a polite conversation, or will just ignore you and you will feel it. He will even publicly refuse to shake hand with you. That is his equivalent of “killing your political enemies” and this is ironic for a man who more than once had been labeled as Hitler. If one has to go back to the precepts of Fayol, the style of Bayani Fernando is in line with the concept of equity and this is shown in his ‘free the sidewalk campaigns” with writings in the cemented pavements, “Pantay pantay pag may disiplina.” One thing about Bayani Fernando, one of his trade secrets in government, he knows how to communicate his ideas to his constituencies, another eclectic style which was not discussed by Henry Fayol but could be in the discussion of other classical management thinkers.

4.5. New Public Administration (NPA)

The so called new public administration was born in 1968 at the Syracuse University, Minnow brook Conference Center. Most of the ideas were contained in Frank Marini’s work “Towards New Public Administration”. New public administration rejects the politics – administration dichotomy of Woodrow Wilson. It believes that administrators, aside from just implementing the will of the state, should make policies too. They should take matters into their hands, so to speak. Another salient idea of NPA is the recognition of values as an important component of public administration. It distanced from the earlier practice of too much emphasis on data collection and statistical manipulation. NPA is more normative in approach. It is an advocate of change. Values and norms occupy a premier role that guides the direction. Social equity is another important concept in NPA. Before NPA, public administration is too much concerned with efficiency and economy, which is too aloof from the nature of public service. Rather, NPA believes that benefits must be greater to those who are disadvantaged. NPA also believes that clients or the public must be allowed to participate in the operations of a public office as a way of a democratic exercise. Cooperation must be the name of the game rather than competition. Finally, NPA believes that change is always a part of public administration, so organizations must be adaptive to change. Organizations must not be static and be pro-active. Organizational restructuring must be based on the needs of public service rather than the internal concerns of the organization itself.
“Marikina Way” is heavy on the values and norms of the community due to the fact that the main proponent of this approach, Bayani Fernando, is a “parochial” son of a former mayor of a clannish town, Marikina, which is known for “small town’ values. It is no wonder why “Marikina Way” is pushing for “urbanidad”, which is the right conduct in a highly civilized and urbanized society. Public administration therefore is the vanguard of this community values. This explains the fact that if you walk in the streets of Marikina without any upper shirt, you will be apprehended by the police or barangay tanods because you violated the “urbanidad” values of the community. Drying your clothes (panties, brief, T-shirts, etc.) in front of your house, when you have plenty of space at the back is not only violative of “urbanidad” but a sign of gross bad taste, and so, the public servants, as the implementing arm of the will of the state has the responsibility to rectify this violation of good taste. If you let your dogs roam in the street uncared and unfed, you showed disrespect to your community and therefore, the public servants has the responsibility of correcting your uncaring attitude by hauling your neglected pet into the city pound. Social equity is also very strong in “Marikina Way”. Bayani Fernado hates people calling themselves urban poor because to him, it is derogatory. He even joked to one of his campaign staff saying, “ikaw urban poor ka ng urban poor kaya hanggang ngayon mahirap ka pa rin”. He does not want to call the – used - to - be “squatters” as squatters, not even as “depressed area” residents. He wants to call them “nakatira sa matataong lugar’ or living in a highly populated area. What is the point? He wants to give dignity to everyone as a way of his pursuance of social equity. On record, he was able to relocate thousands of ‘squatter’ families to permanent relocation areas with land titles, electricity, road, water, telephone lines, cable television lines and near to their place of work. To relocate them, Bayani Fernando has to fight rich and professional land grabbers supported by some influential local politicians who were occupying the relocation areas. The fights are both in physical show of force and in court. “Marikina Way”, therefore, defines public administration as using the power of the state to champion justice and social equity.

4.6. New Public Management (NPM)

The New Institutional Economics and New Public Management is a marriage of two different streams of ideas emerging after World War ll – development of public choice and principal agency theory. NPM generated a set of doctrines intended for administrative reforms grounded on transparency, incentive structure, user choice and contestability of public decisions. NPM however is better known in the advocacy for business type managerialism in the public sector, in the tradition of international scientific management movement and respect for technical expertise. In line with business type managerialism, NPM calls for discretionary power of the public entities to achieve results and usher better performance through the development of appropriate cultures and active standardizations and measurements of output. NPM talks about citizens as customers, and the public servants are accountable for the results of their actions. It suggests a more decentralized structure doing a wide variety of alternative service delivery.
The “Marikina Way” believes in transparency and showed physical manifestation of this belief by, for instance, breaking the physical disconnects of the city hall employees, by making their offices exist in a glass house, literally seen by the public. No special and separate rooms were provided to the department heads, as a manner of saying that they have to be transparent with their staff. In particular months of the year when long lines are expected for a certain tax payments, for instance, queuing is handled like in private airlines – customers get a number, take their seats and wait for their turn as their numbers are being flash in an electronic gadget just in front of the office. In other words, ‘Marikina Way” is about using a well - settled business sector management practices into the public administration. In the private sector, development of corporate citizenship is a concern. In Marikina city hall, professionalism is very much applied in hiring, uniform (just like the pilot’s uniform), training (they have Center of Excellence), and tapping outside consultants for specific projects.

4.7. Reengineering Government

Reengineering the government is an approach popularized by Michael hammer and James Champy. It requires fundamental rethinking and more radical redesign of business processes to achieve dramatic improvements of a set of critical measures such as quality, service, cost and speed of delivery. It advocates for an abandonment of long - established procedures and principles prevalent in government bureaucracy, and instead, invent new processes and structures. It is even willing go to the extend of starting from scratch, just to dramatize the need to reengineer the lethargic bureaucracy. It seeks breakthrough by moving away from ineffective and antiquated ways of government bureaucracy. The need for reengineering comes from intense competition, constants change in the socio - political environment and the pressure from more engaging public. Basically, there are organizations that are more inclined to do reengineering: those in deep trouble, those that are on the verge of achieving the peak of success and want more innovations to fast tract the process, and those who anticipate some problems in the near future. There are key themes in the process of reengineering. It may look on process - the entire process. It may look for aim or ambitions of the leader in his attempt for a breakthrough. It may go for rule - breaking in the field of specializations and sequence of activities. It may decide to deliberately abandon the sense of timing. Reengineering advocates for the creative use of information technology, allowing the organization to work in more radical ways. Some characteristics of the reengineering processes involve combining of several jobs into one, allowing workers to make decisions, steps in the process are done in the natural order, processes have different versions, work is performed where it makes the most sense, checks and control are reduced, reconciliation is minimized, a manager provides a single point of contact and finally, hybrid centralized and decentralized operations are prevalent.
The “Marikina Way’ that approximates reengineering is its latest successful effort to connect the different barangays and the offices in the city hall in a centralized information technology network. The leaders of the city government and political party are massively using the SMS or texting technology, and internet, in their daily communications. Mayor Marides Fernando even revealed that there are aspirants in the Kabayani Party (the local party of the Fernando’s) in the coming barangay elections pleading their appeal for endorsement thru text messages to the Mayor. The City Government has been operating under seven major clusters with different offices inside each cluster, namely, administrative support, public order and safety, finance management and project development, citizen’s affairs, infrastructure development and transportation, economic development, and, lastly, health and environment management. Bayani Fernando believes in doing things differently to the point of breaking away from the traditional ways of doing things. In the tradition of reengineering, he initiated the extended rotunda concepts in the main thoroughfare in Metro Manila as the Chairman of Metro Manila Development Authority, thereby solving the massive traffic problems in the past. He initiated the MMDA Art as way of fighting graffiti in Metro Manila streets. He even suggested arming the MMDA enforcers with jungle bolo instead of guns or “batuta”. The logic being, aside from being historical and patently Filipino, a jungle bolo is not as fatal as gun where one can kill people even in a distance, but on the other hand, jungle bolo is not as weak as the “batuta” in cases of heated street encounters. During the latest workshop of top Kabayani Party leaders, Bayani Fernando insisted on changing the usual format of VMOKRAPISPATRES in strategic planning. He suggested a Vision, Will and Action statement followed by a Decalogue. This leads us to one specific highlight of “Marikina Way’ – independence of mind, openness and not being captive to any ideology, approach and theories. “Marikina Way”, being grounded on strong family values and sense of “small town’ community is silent about contentious issues like sex education, population control, and other controversial issues like same sex marriage , mercy killing, and maybe even formation of world government being advocated the followers of The Globalist Manifesto. Some extreme prescriptions in reengineering the government may also run contrary to the basic beliefs expounded in “Marikina Way” despite the fact some of their practices are within the ambit of reengineering the government. “Marikina Way” therefore is a thinking public governance approach that smartly adopts eclectically good concepts and practices from any school of thought as long as they are doable, they serve the public better, and they respect the culture and tradition of the community.

4.8. Reinventing Government

Reinventing the government is one of the emerging public administration approaches today, popularized by David Osborne and Ted Gaebler. It calls for entrepreneurial approaches to governance, characterized by innovations and creative energies in formulating solutions to variety of governmental problems. In a nutshell, it suggests that government must posture in entrepreneurial ways. As such, it may involve revisiting the ways resources and processes are utilized to maximize productivity, efficiency and effectiveness after the realization that the traditional ways of doing things are no longer effective. Reinventing government is grounded on key premises such as belief in the government bureaucracy, that effective government is a requisite in making civilized society works, that public servants are basically good despite of an imperfect system in which they work with, that the conventional or traditional approaches are becoming irrelevant in facing governmental problems today and finally, a belief in equity and equal opportunity for all. Reinventing government advocates for several working principles. The government today must be catalytic, a government that steer, instead of row. A government must be empowering, not serving, believing that it is the community who owned the government. The government must be competitive against fellow government offices and against the private sector in service delivery. We should do away with rule - driven government and usher in a government which is mission - driven. Government must be result - oriented by way of emphasizing results rather than processes. It is not the need of the bureaucracy that is important, rather, the need of the constituencies. The government must be enterprising, emphasizing earnings rather than expenditures. A government must be preventive rather than curative. Decentralization of public institutions should emphasize teamwork rather than hierarchy. Lastly, the government should be market oriented by way of leveraging change through market forces.
Having come from the private sector, the concept of reinventing government is very close to the hearts of Bayani Fernando and Marides Fernando, the two major proponents of “Marikina Way”. Interviews with civil servants close to Marides Fernando quoted her as emphasizing cash inflows to the government instead of perennial cash outflows. The logic being that if the government has plenty of resources in its coffers, it will have plenty of flexibility in doing real pro - people projects that are identified as priorities. Bayani Fernando, however, thinks that the government should provide political party finance rather than the political parties raising funds from its members and supporters. To him, this will lessen corruption in the government because political parties are not too pressured to raise campaign funds that usually are always the source of paybacks after elections. Merging social equity with entrepreneurship, “Marikina Way” believes that the rich must have bigger share of burden than the poor as a way of flowing back to the society the blessings that the rich have been reaping. This explains the fact that Marikina increased the real property tax because the rich are the ones that owns real estate properties. Towing of cars illegally park, with cash penalties, also hits the rich because they are the ones that own cars in the first place. While building permits in Marikina are basically free, the logic is that the boom in the construction of structures brought about by free building permits, energizes the economy and increases the aesthetic view of the community. Grantmanship, or grant sourcing, is also being pursued by Marikina City government. A possible partnership with Habitat for Humanity for the housing project of the poor city government employees is now in the pipeline. Funding agencies have worked with the city government on several projects like bike lane, saving Marikina River, etc. Marides Fernando believes that government support does not always mean dole outs. It also means moral support and good governance. One innovative program of the city government on tax collection effort is to provide a system of discounts and amnesty for taxpayers, thereby encouraging early payments and fewer delinquencies. A very specific project, the Marikina Citizens First Privilege Card, provides a series of discount to card holders on some identified private establishments.

5.0. Conclusion

What therefore is”Marikina way”?
“Marikina Way” is born out of circumstances and experiences of MMDA Chairman Bayani Fernando and Marikina City Mayor Marides Fernando who for the past 15 years, has transformed Marikina City from a neglected, backwater town known only for its shoe industry, into a highly urbanized city capturing the imaginations of the Filipino people by the manner in which it won several local and international awards. Bayani is the only son of a dedicated town Mayor who never enriched himself in public. Being the only boy among several sisters, and with an imposing and nationalistic doting father as his model, Bayani, early in life learned the very foundation of “Marikina Way” – good taste, respect for your neighbor and community, action, godliness, social equity, and political will. Somewhere along the way, he departed from his father’s path when he took engineering instead of his father’s law degree. This is an indication that he is capable of thinking out of the box in addressing a problem. His engineering expertise contributed to the strength of Marikina’s physical reconstruction and MMDA’s ability to solve pressing urban problems. Marides, on the other hand, is a rich girl born in a silver platter from wealthy industrialist parents of national stature. She was able to continue the social orientation, inculcation of urbanity and urban revitalization in Marikina. When President Gloria Macapagal Arroyo appointed Bayani to MMDA, the instruction was to do in Metro Manila what he did in Marikina. This indicates that there is something about “Marikina Way” that excites the imagination of people, even the president of the republic. During the meeting of AIM – based International Movement of Development Managers (IMDM), a proposal of tie - up among IMDM, Konrad Adenuer Foundation and the AIM Policy Center, for a short seminar – workshop among newly - elected local officials about the way things are being done in Marikina (“Marikina Way”). This thing leads to Mayor Marides Fernando formally coordinating with the Ateneo School of Government about Marikina’s grass roots political program and documentation of “Marikina Way”. (Prof. Danny Reyes commented: "Why not U.P. he he he", Answer: Mayor Marides Fernando is a UP graduate, Me, as her consultant is also a UP graduate, I think we just have to try other schools. Frankly, it is the judgement call of Mayor Marides Fernando)
As we can see, “Marikina Way” is an eclectic style of public administration, picking the best and applicable features of reinventing government, reengineering government, new public administration, new public government, and classical public administration concepts like administrative science, scientific management and Weber’s bureaucratic model.
It emphasizes leadership, good taste, expertise, political will, action, good judgments, and good governance in public administration because how can one choose the best approach from the array of contending views of the brightest public administration thinkers of our time, if one does not know, at least, their basic ideas, to begin with. This may sound very elitist and skewed towards highly educated leaders, but the stark reality in leadership is that how will you reach your destination if you do not know where you want to go and you do not know how to get there?
“Marikina Way” emphasizes freedom from the box created by contending academic thinkers because it gives you the flexibility to use your judgment calls as a leader, with only your good taste, love of community, “can-do attitude”, political will, desire for action, love of God and concept of social equity as your basis of action. End

Final Comment of Prof. Danny Reyes: " I could see that you tried to adopt the thinking in P.A. and reflect them in the depressive (sorry, I cant understand the handwriting) of political management in Marikina, but what were the innovations? What happens next? What about poverty and growth? Answer: I followed the pre - approved paper proposal. Maybe, these questions will need another paper. We in Marikina are discipline people, we never go beyond what is approved.)

Maybe "Bayani Fernando For President" is a good Strategic Paper too. I would like to write about it in my next doctoral paper. What do you think sir?

6.0. Bibliography

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19. Website of the City Government of Marikina at
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at http://