The end of synopsis

I wanted a perfect ending.  Now I’ve learned, the hard way, that some poems don’t rhyme, and some stories don’t have a clear beginning, middle, and end.  Life is about not knowing, having to change, taking the moment and making the best of it, without knowing what’s going to happen next.

Angelo Reyes died in honor and guilt

AFP Chief Angelo Reyes’ death was told to be both honorable and full of guilt.

Reyes committed suicide last Tuesday splashing blood on her mother’s grave in a memorial park in Marikina City. It was a question for many why did the former agent of the government chose such.

According to his classmates in the military school and some professors, his death was honorable comparing to a Japanese tradition of self-kill called “hara-kiri.” The ritual suicide is said to be done when someone loses honor and dignity.

They said Reyes killed himself not because he was weak but because his strength gave him courage to pull the trigger.

In a report, his classmates which are members of Philippine Military Academy Class of 1966 likened her to a samurai warrior who would commit suicide rather than face humiliation.

Reyes was allegedly one of the AFP officials who benefited from the “pabaon” or send-off money receiving P50 million pesos according to the stated testimonies of former military budget officer George Rabusa. Also, his wife received shopping money from the AFP funds.

Moreover, his friends don’t believe about the allegations to Reyes and they said he is an honorable man who sacrificed a lot for the country.

On the other hand, several of his mistahs in the PMA, believed that he was judged guilty of corruption without a trial. Reyes having gunshot his self on the chest, appears he was being judged guilty even before he was tried in the court.

According to Retired Col. Manuel Espejo, PMA Class of 1966 president, the way questions are asked by the Senate Blue Ribbon Committee, the way media writes the stories are suggesting that he is guilty but he is innocent unless proven by the court.

The death of Reyes was hoped by many that it should have somehow change the system of corruption in the government and would bring out respect to the prosecutors in giving the deserved human rights to the one who was tried.

SUGGESTED READING

• “PEPITO MANALOTO”
• 7 THINGS TO STOP DOING NOW ON FACEBOOK
• Anne Curtis Nipple Slip Scandal in Asap XV Boracay
• CARMINA VILLAROEL IS NOW A CERTIFIED KAPUSO ARTIST W/ SHOW MICHAEL V’S “PEPITO MANALOTO”
• Gretchen Barretto wardrobe malfunction
• Manny Pacquiao for Congressman
• MICHAEL V
• Pamana ni Gloria sa bayan – English Version
• President Gloria Macapagal Arroyo’s Farewell Address
• SINO SI PEPITO MANALOTO?
• WHERE TO EAT IN ANGELES CITY
• Wish ni Boybastos

Sen. Trillanes vs Reyes: It’s payback time

What goes around, comes around.

Sen. Antonio Trillanes IV finally got back at his former superior, grilling him over complaints of massive corruption in the military, which precipitated the Oakwood uprising of 2003.

A former mutineer, Trillanes blew his top over repeated complaints by former Defense Secretary Angelo Reyes that his name was being damaged by allegations that he pocketed at least P150 million during his stint as military chief of staff.

“If you are so concerned about your name, you should have fixed yourself while you were in office!” an angry Trillanes thundered in the middle of the Senate blue ribbon committee hearing Thursday.

“This is the time of reckoning. You better find very good lawyers.”

 The confrontation was unusual for graduates of the Philippine Military Academy (PMA), whose respect for seniority endures even way beyond their careers in the armed services.

Trillanes, who led the takeover by rebel soldiers of the Oakwood hotel in Makati City in 2003, was Reyes’ junior at the PMA by more than 20 years.

SUGGESTED READINGS

• Apagmaragul mu bang Kapampangan ka?
• Bakit ganito sa Pilipinas?
• Combating Corruption in the Philippines
• Congressman Manny Pacquiao
• EDSA - Ang huling habilin
• Gusto kong maging Senador ng Pilipinas
• Hinanakit ng sang ordinaryong office worker na ayaw nang magbayad ng tax…ever!
• Kapampangan Kontra Recount
• Manny Pacquiao for President
• Prostitution in Angeles City
• Treseng Hudas, mga balimbing sa Pilipinas!

Beating the Odds

BEATING THE ODDS IS AN ANALYTICAL CLOSE-UP OF POLICYMAKING, DECISON-MAKING, AND ACTION-TAKING by a Philippine President under the most challenging circumstances. Through intensive research and study, the authors have been able to consolidate a portrait of leadership around six issues that stalked the Philippines at the turn of the century—terrorism, the Mindanao peace process, the drug threat, the global emergence of the Severe Acute Respiratory Syndrome (SARS), an attempted coup d’etat against the government and a hounding budget deficit

Pamana ni Gloria sa bayan – The Negative side

Pamana ni Gloria sa bayan – English Version

Pamana ni Gloria sa bayan – The Positive side

Weaving interesting and well-documented vignettes from the early years of the Arroyo administration, the authors write first-hand about the unfolding drama of each issue, the moment key triggers were detected at the level of the cabinet, and the leadership response that set the flow of decisions and actions down the line in the bureaucracy.

Beating the Odds departs from the adrenaline, hype and high drama of the Presidency that we read about and watch in the media and reveals the day-to-day grind that a President, Chief Executive and Commander-in-Chief goes through to get the job done—navigating political straits, rolling up sleeves to help a calamity victim and hammering a speech on her laptop. Students of leadership, policymakers and those interested in how government works in a struggling democratic nation will find this book a good companion.

Chapter 1: TERROR

President Arroyo set forth a 16-point anti-terrorism platform that stands as the most comprehensive in Asia, and has kept civilians from harm from the notorious Abu Sayyaf Group (ASG) that continues to be beaten back. She institutionalized the hard-soft power approach that has crippled the lawless and enabled the alleviation of poverty in terror-stricken areas. She pushed for the passage of an anti-terrorism law that constricted terrorist recruitment, prevented the acquisition of deadly materiel and checked clandestine fund transfers. In the wake of 9/11 and other international terrorist bombings, she formed stronger bonds with neighboring countries and the US, and placed the Philippines at the forefront of the global coalition against terror. This collective thrust, in tandem with relentless domestic initiatives, effectively reinforced the Philippines’ response against terrorism.

Chapter 2: PEACE

President Arroyo ended the all-out war with the Moro rebels as she enforced a no-ransom, no-negotiation stand with terrorists. The ceasefire her government forged with the MILF in 2003 continues to this day, with the exception of sporadic violent incidents that have been dealt with firmly. She showed the people that talk-and -fight with rebels can be pursued alongside search-and-destroy versus terrorists.

By forming ceasefire and development committees, launching projects to oversee the rehabilitation of war-torn areas, pushing for negotiations, and inviting third parties to monitor and assist all facets of the process, the President brought greater peace and development to Mindanao. Skillfully navigating the security and political dilemmas that met the administration’s peace efforts, she has left a model for peace-building for future leaders to emulate.

Chapter 3: DRUGS

In the past decade, drug users in the Philippines have been reduced fivefold.

The proliferation and severe social impact of illegal drugs in Philippine society led President Arroyo to launch an aggressive campaign against the syndicates involved in the drug trade. She attacked the drug problem from many angles and on many levels. Nationally, she highlighted the drug problem as a national security concern and worked with Congress to pass the Comprehensive Dangerous Drugs Act, and reorganize and create new government units, such as the PDEA, to make the operational response against drugs more efficient and penetrating. On the barangay level, she catalyzed local communities to fight against drugs and build awareness of the attendant evils. Across the nation, numerous drug laboratories were dismantled and criminals arrested through her personal and uncompromising campaign.

Pamana ni Gloria sa bayan – The Negative side

Pamana ni Gloria sa bayan – English Version

Pamana ni Gloria sa bayan – The Positive side

Chapter 4: SARS

SARS took the world by storm on early 2003. Spreading rapidly, the virus stymied economies and prompted governments to hastily set up measures to prevent its spread. President Arroyo formulated the policy template for dealing with SARS when Filipinos at home and overseas were mortally threatened. She calmed public fears through a strong personal presence during the SARS crisis, and was constantly by the people’s side until all apprehensions eased. Even before the virus hit Philippine shores, the President and her administration were prepared for its deadly arrival. The President formed the SARS management team to prevent the virus from infecting Filipinos and to handle potential SARS cases. Abroad, the President worked for the safety and care of OFWs in SARS-afflicted countries. A vigilant information drive and continuous application of preventive measures characterized the government response to the threat, and the Philippine economy suffered relatively little damage.
 

Chapter 5: OAKWOOD

The military takeover of Oakwood on July 27, 2003 was not a spontaneous uprising, but a result of months of planning by discontented officers of the Philippine military planning to seize power. Facing down rebellious young officers of her own Armed Forces, President Arroyo managed the Oakwood incident with her unique combination of steel and compassion, tact and firmness. Thereafter, she laid the foundations of a far-reaching Armed Forces modernization program. Before the coup even materialized, the President was well aware of the unusual restiveness preceding it. Unfortunately, the rebels were not dissuaded by her diplomatic attempts to resolve their grievances through the rule of law. The response to the coup itself showed the President, the administration’s negotiating team, and other high officials of the government effectively collaborating to contain the rebellion and bring about a peaceful resolution to the standoff. Their efforts resulted in the surrender of the rebel soldiers and the end of a serious threat to Philippine democracy.

Chapter 6: BUDGET

President Arroyo presided over 34 quarters of uninterrupted growth in the Philippine economy, drastically cut the deficit and set the basis of financial stability through the global financial crunch of 2009. The budget was in a dismal state when she first took over the reins of power in 2001. Revenues were low, debt was high, and inefficiencies and corruption drained the country’s coffers. She took steps to ensure the proper ranking of government expenditures and allocations and implemented tax reforms to improve collections. By supporting and pushing the revenue and customs agencies to ferret out tax evaders, she stepped up revenue collections. Working closely with Congress, she pushed for the approval of fiscal reforms to further increase revenues and balance the budget. Her actions sustained the economy as it ushered in a period of sustained growth that has shielded the Philippines from global financial upheavals.

SUGGESTED READINGS

• Apagmaragul mu bang Kapampangan ka?
• Bakit ganito sa Pilipinas?
• Combating Corruption in the Philippines
• Congressman Manny Pacquiao
• EDSA - Ang huling habilin
• Gusto kong maging Senador ng Pilipinas
• Hinanakit ng sang ordinaryong office worker na ayaw nang magbayad ng tax…ever!
• Kapampangan Kontra Recount
• Manny Pacquiao for President
• Prostitution in Angeles City
• Treseng Hudas, mga balimbing sa Pilipinas!

Philippine holidays for 2010

January 1 (Fri) - New Year’s Day (five-day long weekend from December 30 to January 3)February 22 (Mon) - EDSA Revolution Anniversary April 1 (Thu) - Holy ThursdayApril 2 (Fri) - Good Friday (four-day long weekend from April 1 to 4)April 9 (Fri) - Araw ng Kagitingan (three-day long weekend from April 9 to 11)May 1 (Sat) - Labor DayJune 14 (Mon) - Independence Day (three-day long weekend from June 12 to 14)August 23 (Mon) - Ninoy Aquino Day (three-day long weekend from August 21 to 23)August 30 (Mon) - National Heroes Day (three-day long weekend from August 28 to 30)September - Eid’l Fitr (to be announced, calculated September 10, possible three-day long weekend from September 10 to 12)November 1 (Mon) - All Saints Day (three-day long weekend from October 30 to November 1)November - Eid ‘l Adha (to be announced, calculated November 16)November 29 (Mon) - Bonifacio Day (three-day long weekend from November 27 to 29)December 24 (Fri) - Non-Working HolidayDecember 25 (Sat) - ChristmasDecember 27 (Mon) - Rizal Day (four-day long weekend from December 24 to 27)December 31 (Fri) - Non-Working HolidayJanuary 1 - (Sat) New Year’s Day (three-day long weekend from December 31 to January 2)

RECOUNT IN PAMPANGA FOR GOV. ED PANLILIO

Just when we thought there might be hope for the Philippines because Gloria seemed to have abandoned her Grand Plan to perpetuate herself in power, now this.  Why did the Comelec and the Supreme Court - the Supreme Court, no less! - approve the recount in Pampanga when there was no evidence presented that there was actually cheating, vote-buying, indtimidation, etc. by Among Ed’s forces?  In the U.S., if there is evidence of fraud, a recount is pproved, even ordered.  But absent any evidence, recount petitions are simply laughed out of the courts.

But, this is the Philippines, and it begs for our understanding.  How long can the Filipino people play along with the farce before they say enough is enough?  I worry about the consequences.  If Among Ed is removed and it is done badly, with the people plainly seeing that their votes have been negated, there could be an uprising.

TUTULAN ANG RECOUNT NA HINDI MAKATWIRAN AT WALANG BASESAHAN!

It is not too late for his opponent  to reverse course on this.  Let the recount take place, but make sure that his opponent allies do not cheat. if they do, there will be hell to pay.  The wrath of the Kapampangans will be upon them.

KAPAMPANGAN KONTRA RECOUNT

Related Articles: 

• Governor Ed Panlilio for President?

• TUTULAN ANG RECOUNT NA HINDI MAKATWIRAN AT WALANG BASESAHAN

• Presidentiables Election 2010

• KAPAMPANGA KONTRA RECOUNT

• Its about time to have an honest to GODness person who will lead our Beloved Philippines for 2010. 

• Pwede Pala

Senator Benigno "Ninoy" Aquino Jr. (1932-1983)

He was one of the strongest influences in the opposition party against the Marcos Administration. He relentlessly exposed and revealed all the graft and corruption happening behind the curtains of politics; thus, he became the archrival of Ferdinand Marcos during the Martial Law era. His life was abruptly ended as he deplaned from a China Airlines flight from Boston by a couple of bullets through his head. His death sparked a series of revolutions against the administration leading to the EDSA Revolution of 1986.

Could Friendster win you an election?

Could Friendster win you an election?

That’s what senatorial candidate Chiz Escudero is trying to find out also with him are Sen. Manny Villar, Sen. Roxas, Bayani Fernando and Lieutenant Antonio Trillanes IV.

Atty. BRYAN MATTHEW C. NEPOMUCENO launch free Legal Aid Project

Atty. BRYAN MATTHEW C. NEPOMUCENO launch free Legal Aid Project to be held in Barangays San Jose, Sto. Domingo and Pulong Bulo from 9 a.m. to 12 p.m.

Atty. Nepomuceno said the Free Legal Aid Project will tackle issues concerning families, children, health and consumer issues, taxes, Philippine legal system, housing issues, senior citizens and other legal concerns.

Atty. Nepomuceno said that those seeking legal advice should bring papers and documents which they have received from people whom they are having legal problems with.

Atty. Nepomuceno also encouraged fellow lawyers and volunteers who want to render their free legal services to get in touch with the LNB secretariat at the LNB office at Angeles City Hall.

List of the congressman whose names are on House Resolution 1109

Below is the list of the members of the House of Representatives whose names are on House Resolution 1109, broken down by regions. The resolution calls upon the House to “convene for the purpose of considering proposals to amend or revise the constitution, upon a vote of three fourths of all the members of Congress”.

For those people who are following this new escapade of our beloved congressmen, find them below… If your representative is one of them, you know what to do in the 2010 election.

Luzon

National Capital Region

Vincent P. Crisologo, Quezon City
Matias V. Defensor, Jr., Quezon City
Mary Ann L. Susano, Quezon City
Nanette Castelo-Daza, Quezon City
Bienvenido M. Abante Jr., Manila
Jaime C. Lopez, Manila
Maria Zenaida B. Angping, Manila
Maria Theresa B. David, Manila
Amado S. Bagatsing, Manila
Daniel R. De Guzman, Marikina City
Marcelino R. Teodoro, Marikina City
Eduardo C. Zialcita, Parañaque City
Henry M. Dueñas, Jr., Taguig
Alvin S. Sandoval, Malabon City-Navotas City
Jose Antonio F. Roxas, Pasay City
Oscar G. Malapitan, Caloocan City
Mary Mitzi L. Cajayon, Caloocan City
Roman T. Romulo, Pasig City
Rexlon T. Gatchalian, Valenzuela City
Magtanggol T. Gunigundo I, Valenzuela City

Cordillera Administrative Region

Manuel S. Agyao, Kalinga
Elias C. Bulut, Jr., Apayao
Mauricio G. Domogan, Baguio City
Samuel M. Dangwa, Benguet
Solomon R. Chungalao, Ifugao

Ilocos Region

Thomas M. Dumpit Jr., La Union
Victor Franciso C. Ortega, La Union
Arthur F. Celeste, Pangasinan
Conrado M. Estrella III, Pangasinan
Marcos O. Cojuangco, Pangasinan
Victor F. Agbayani, Pangasinan
Ma. Rachel J. Arenas, Pangasinan
Eric D. Singson, Ilocos Sur
Ronald V. Singson, Ilocos Sur
Roque R. Ablan, Jr., Ilocos Norte
Cecilia S. Luna], Abra

Cagayan Valley

Florencio L. Vargas, Cagayan
Manuel N. Mamba, Cagayan
Junie E. Qua, Quirino
Carlo Oliver D. Diasnes, Batanes
Rodolfo T. Albano, Isabela
Edwin C. Uy, Isabela

Central Luzon

Jose V. Yap, Tarlac
Jeci A. Lapus, Tarlac
Monica Louise Prieto-Teodoro, Tarlac
Lorna C. Silverio, Bulacan
Pedro M. Pancho, Bulacan
Reylina G. Nicolas, Bulacan
Ma. Victoria Sy-Alvarado, Bulacan
Arturo C. Robes, San Jose del Monte City
Albert C. Garcia, Bataan
Herminia B. Roman, Bataan
Joseph Gilbert F. Violago, Nueva Ecija
Ma. Milagros H. Magsaysay, Zambales
Antonio M. Diaz, Zambales
Aurelio D. Gonzales, Jr., Pampanga
Juan Miguel M. Arroyo, Pampanga
Anna York P. Bondoc, Pampanga
Carmelo F. Lazatin, Pampanga

CALABARZON

Danilo E. Suarez, Quezon
Wilfrido Mark C. Enverga, Quezon
Michael John R. Duavit, Rizal
Adeline Rodriguez-Zaldarriaga, Rizal
Angelito C. Gatlabayan, Antipolo City
Roberto V. Puno, Antipolo City
Eileen Ermita-Buhain, Batangas
Mark Llandro L. Mendoza, Batangas
Victoria H. Reyes, Batangas
Jesus Crispin C. Remulla, Cavite
Elpidio F. Barzaga, Jr., Cavite
Maria Evita R. Arago, Laguna
Edgar S. San Luis, Laguna

MIMAROPA

Antonio C. Alvarez, Palawan
Carmencita O. Reyes, Marinduque
Eleandro Jesus F. Madrona, Romblon
Ma. Amelita C. Villarosa, Occidental Mindoro
Rodolfo G. Valencia, Oriental Mindoro

Bicol Region

Rizalina Seachon-Lanete, Masbate
Narciso R. Bravo, Jr., Masbate
Antonio T. Kho, Masbate
Al Francis C. Bichara, Albay
Reno G. Lim, Albay
Luis R. Villafuerte, Camarines Sur
Felix R. Alfelor, Jr., Camarines Sur
Diosdado Ignacio Jose Maria Macapagal-Arroyo, Camarines Sur
Joseph A. Santiago, Catanduanes
Jose G. Solis, Sorsogon

Visayas

Western Visayas

Florencio T. Miraflores, Aklan
Genaro M. Alvarez, Jr., Negros Occidental
Jeffrey P. Ferrer, Negros Occidental
Ignacio T. Arroyo, Jr., Negros Occidental
Jose Carlos V. Lacson, Negros Occidental
Alfredo D. Marañon III, Negros Occidental
Raul T. Gonzalez, Jr., Iloilo City
Niel C. Tupas, Jr., Iloilo
Ferjenel G. Biron, Iloilo
Arthur Defensor, Sr., Iloilo
Judy J. Syjuco, Iloilo
Janette L. Garin, Iloilo
Joaquin Carlos Rahman A. Nava, Guimaras
Fredenil H. Castro, Capiz

Central Visayas

Roberto C. Cajes, Bohol
Edgardo M. Chatto, Bohol
Pryde Henry A. Teves, Negros Oriental
Pablo P. Garcia, Cebu
Pablo John F. Garcia, Cebu
Ramon H. Durano VI, Cebu
Nerissa Corazon Soon-Ruiz, Cebu
Benhur L. Salimbangon, Cebu
Eduardo R. Gullas, Cebu
Antonio V. Cuenco, Cebu City
Raul V. Del Mar, Cebu City

Eastern Visayas

Roger G. Mercado, Southern Leyte
Eufrocino M. Codilla, Sr., Leyte
Carmen L. Cari, Leyte
Andres D. Salvacion Jr., Leyte
Trinidad G. Apostol, Leyte
Ferdinand Martin G. Romualdez, Leyte
Reynaldo S. Uy, Samar
Sharee Ann T. Tan, Samar
Teodolo M. Coquilla, Eastern Samar
Paul R. Daza, Northern Samar
Emil L. Ong, Northern Samar
Glenn A. Chong, Biliran

Mindanao

Zamboanga Peninsula

Rosendo S. Labadlabad, Zamboanga del Norte
Cecilia G. Jalosjos-Carreon, Zamboanga del Norte
Cesar G. Jalosjos, Zamboanga del Norte
Victor J. Yu, Zamboanga del Sur
Antonio H. Cerilles, Zamboanga del Sur
Dulce Ann K. Hofer, Zamboanga Sibugay

Northern Mindanao

Vicente F. Belmonte, Jr., Lanao del Norte
Abdullah D. Dimaporo, Lanao del Norte
Rolando A. Uy, Cagayan de Oro City
Marina P. Clarete, Misamis Occidental
Herminia M. Ramiro, Misamis Occidental
Yevgeny Vicente B. Emano, Misamis Oriental
Pedro P. Romualdo, Camiguin
Candido P. Pancrudo Jr., Bukidnon

Davao Region

Franklin P. Bautista, Davao del Sur
Marc Douglas C. Cagas IV, Davao del Sur
Arrel R. Olaño, Davao del Norte
Antonio F. Lagdameo, Jr., Davao del Norte
Isidro T. Ungab, Davao City
Vincent J. Garcia, Davao City
Prospero Nograles, Davao City
Thelma Z. Almario, Davao Oriental
Nelson L. Dayanghirang, Davao Oriental
Rommel C. Amatong, Compostela Valley
Manuel E. Zamora, Compostela Valley

SOCCSKSARGEN

Datu Pax S. Mangudadatu, Sultan Kudarat
Arnulfo F. Go, Sultan Kudarat
Emmylou Taliño-Mendoza, Cotabato
Bernardo F. Piñol, Jr., Cotabato

Caraga

Glenda B. Ecleo, Dinagat Islands
Philip A. Pichay, Surigao del Sur
Florencio C. Garay, Surigao del Sur
Francisco T. Matugas, Surigao del Norte
Guillermo A. Romarate, Jr., Surigao del Norte
Edelmiro A. Amante, Agusan del Norte
Jose S. Aquino II, Agusan del Norte

Autonomous Region in Muslim Mindanao

Pangalian M. Balindong, Lanao del Sur
Faysah Omaira M. Dumarpa, Lanao del Sur
Yusop H. Jikiri, Sulu
Munir M. Arbison, Sulu
Simeon Datumanong, Maguindanao
Nur G. Jaafar, Tawi-Tawi

Party- Lists

Narciso D. Santiago III, Alliance for Rural Concerns
Edgar L. Valdez, Association of Philippine Electric Cooperatives
Ernesto C. Pablo, Association of Philippine Electric Cooperatives
Robert Raymund M. Estrella, Abono
Nicanor M. Briones, Agricultural Sector Alliance of the Philippines, Inc.

Do you think Mar Roxas is a wrong man to become the next president?

“Do I want change for our country? The answer is yes. Do I think I can do a better job? The answer is yes. Do I think that our country could be in a much better place? The answer is yes, ” Senator MAR ROXAS

Mar Roxas may convince the whole country and may even become the next president, but I wonder how he can convince and get my vote, and the votes of those who are as aware as I am but do not have the gift of words?

How about you, what do you think? Leave your comment.

Senator Kiko Pangilinan to Run for Vice Presidential Post in 2010 Election

Yes, as Vice President. It makes me very scared but excited for him at the same time.

The Megastar Sharon Cuneta confirms that her husband Senator Francis ‘Kiko’ Pangilinan will run for Vice Presidential post in next year’s national election.

While Among Ed Panlilio of Pampanga will run for president in the coming 2010 election.

What do you think? Leave your comment. 

Gov. Among Ed Panlilio for President

Its about time to have an honest to GODness person who will lead our Beloved Philippines for 2010.

Panahon na ng bagong pag-asa para sa PILIPINAS !

AMONG ED for PRESIDENT 2010

The news flash said Governor Ed Panlilio of Pampanga will run for president in the coming 2010 election.

Although I am half-expecting it since he won as governor of Pampanga in the last election, I was still surprised that it really happened.

What do you think? Leave your comment.

WHAT IS GOOD GOVERNANCE?

WHAT   IS   GOOD   GOVERNANCE?

Recently the terms “governance” and “good governance” are being increasingly used in development literature. Bad governance is being increasingly regarded as one of the root causes of all evil within our societies. Major donors and international financial institutions are increasingly basing their aid and loans on the condition that reforms that ensure “good governance” are undertaken.

This article tries to explain, as simply as possible, what “governance” and “good governance” means.

GOVERNANCE

The concept of “governance” is not new. It is as old as human civilization. Simply put “governance” means: the process of decision-making and the process by which decisions are implemented (or not implemented). Governance can be used in several contexts such as corporate governance, international governance, national governance and local governance.

Since governance is the process of decision-making and the process by which decisions are implemented, an analysis of governance focuses on the formal and informal actors involved in decision-making and implementing the decisions made and the formal and informal structures that have been set in place to arrive at and implement the decision.

Government is one of the actors in governance. Other actors involved in governance vary depending on the level of government that is under discussion. In rural areas, for example, other actors may include influential land lords, associations of peasant farmers, cooperatives, NGOs, research institutes, religious leaders, finance institutions political parties, the military etc. The situation in urban areas is much more complex. Figure 1 provides the interconnections between actors involved in urban governance. At the national level, in addition to the above actors, media, lobbyists, international donors, multi-national corporations, etc. may play a role in decision-making or in influencing the decision-making process.

All actors other than government and the military are grouped together as part of the “civil society.” In some countries in addition to the civil society, organized crime syndicates also influence decision-making, particularly in urban areas and at the national level.

Similarly formal government structures are one means by which decisions are arrived at and implemented. At the national level, informal decision-making structures, such as “kitchen cabinets” or informal advisors may exist. In urban areas, organized crime syndicates such as the “land Mafia” may influence decision-making. In some rural areas locally powerful families may make or influence decision-making. Such, informal decision-making is often the result of corrupt practices or leads to corrupt practices.

GOOD GOVERNANCE

Good governance has 8 major characteristics. It is participatory, consensus oriented, accountable, transparent, responsive, effective and efficient, equitable and inclusive and follows the rule of law. It assures that corruption is minimized, the views of minorities are taken into account and that the voices of the most vulnerable in society are heard in decision-making. It is also responsive to the present and future needs of society.

Participation

Participation by both men and women is a key cornerstone of good governance. Participation could be either direct or through legitimate intermediate institutions or representatives. It is important to point out that representative democracy does not necessarily mean that the concerns of the most vulnerable in society would be taken into consideration in decision making. Participation needs to be informed and organized. This means freedom of association and expression on the one hand and an organized civil society on the other hand.

Rule of law

Good governance requires fair legal frameworks that are enforced impartially. It also requires full protection of human rights, particularly those of minorities. Impartial enforcement of laws requires an independent judiciary and an impartial and incorruptible police force.

Transparency

Transparency means that decisions taken and their enforcement are done in a manner that follows rules and regulations. It also means that information is freely available and directly accessible to those who will be affected by such decisions and their enforcement. It also means that enough information is provided and that it is provided in easily understandable forms and media.

Responsiveness

Good governance requires that institutions and processes try to serve all stakeholders within a reasonable timeframe.

Consensus oriented

There are several actors and as many view points in a given society. Good governance requires mediation of the different interests in society to reach a broad consensus in society on what is in the best interest of the whole community and how this can be achieved. It also requires a broad and long-term perspective on what is needed for sustainable human development and how to achieve the goals of such development. This can only result from an understanding of the historical, cultural and social contexts of a given society or community.

Equity and inclusiveness

A society’s well being depends on ensuring that all its members feel that they have a stake in it and do not feel excluded from the mainstream of society. This requires all groups, but particularly the most vulnerable, have opportunities to improve or maintain their well being.

Effectiveness and efficiency

Good governance means that processes and institutions produce results that meet the needs of society while making the best use of resources at their disposal. The concept of efficiency in the context of good governance also covers the sustainable use of natural resources and the protection of the environment.

Accountability

Accountability is a key requirement of good governance. Not only governmental institutions but also the private sector and civil society organizations must be accountable to the public and to their institutional stakeholders. Who is accountable to whom varies depending on whether decisions or actions taken are internal or external to an organization or institution. In general an organization or an institution is accountable to those who will be affected by its decisions or actions. Accountability cannot be enforced without transparency and the rule of law.

CONCLUSION

From the above discussion it should be clear that good governance is an ideal which is difficult to achieve in its totality. Very few countries and societies have come close to achieving good governance in its totality. However, to ensure sustainable human development, actions must be taken to work towards this ideal with the aim of making it a reality.

HOW TO RECOGNIZE GOOD POLICY?

Since there is usually not a “right or wrong” policy, how are good policy decisions recognized? The following qualities may assist in defining “good public policy:”

• There is public support. Usually policy adopted by a majority vote of a legislative body is “good” policy. A supermajority vote makes “great” policy. The council does not make policy in a vacuum. Councils rely on ideas from many sources, including staff, citizen’s groups, advisory committees, chambers of commerce, and others. Strong council support for a policy is more likely if there is strong support in the community.
• Policy are just.  Good policy is fair and equitable; it does not impose disproportional impacts on interest groups. Policy decisions should be based upon due process that respects the constitutional rights of individuals. Policy-making is not always about what’s popular. Sometimes it means protecting the legitimate interests of minority views too.
• Sound Decision are backed with solid analisys. Good policy analysis starts with clear goals and objectives, considers a range of alternatives, expresses evaluation criteria, and assesses the impacts of alternatives with respect to these criteria. Measure the consequences of policy decisions against the community’s vision, values, and goals.
• Policy are relevant. The decision addresses a problem or issue that is generally perceived as significant to the community.
• Policy can be implemented. The decisions are feasible for local government to implement. The adopted policy has a reasonable chance of working. There are clear assignments of responsibilities for implementation.
• Result are monitored. There is always a risk that policy decisions have unintended consequences, or simply do not accomplish their goals. During the analysis phase it is useful to think about how a policy choice may fail. Good monitoring systems may provide early warning about policy failures or unintended consequences. This would enable policy-makers to alter the policy to increase effectiveness, or abandon it completely.
  

LIMITS TO POLICY MAKING

No one said that effective policy-making is easy. It is easier to second guess how something might have been done, than to determine what needs to be done. There are many challenges and hazards along the way. Public policy-making involves multiple interests, complex analysis, conflicting information, and human personalities. Listed below are some factors that make public policy a fascinating, sometimes frustrating, but absolutely essential exercise. These are listed to alert the reader about circumstances where extra care is necessary.

• Legitimate community interests have multiple and often conflicting goals. This is the essence of the policy-making challenge. For example, the business community may be motivated primarily by a profit goal in presenting its position on the comprehensive plan. Other community interests may place a higher priority on a goal of preserving as much of the natural environment as possible. These goals may conflict.
• With multiple interest groups and centers of power, there is a tendency to “take a step in the right direction” rather than commit to significant change. Some participants are frustrated because they believe that the policy-making process should produce more dramatic changes than it usually does. On the other hand, seemingly minor changes in the short-term can have enormous long-term impacts.
• Failure to have the right information can impede decision-making. Elected officials are often faced with information overload. Too much information can create uncertainty and weaken decisiveness. When this occurs, all information becomes diluted in its persuasiveness. Decision-makers may then resort to less rationally defensive but more personally satisfying methods of decision-making. Concise, well-organized data and analyses can facilitate the decision-making process.
• Some interest groups may use analysis to rationalize choices they have already made. Research can be politicized. Some people are skilled in using statistics to prove anything. Close inspection of their analysis, however, may reveal serious flaws.
• Many forces that impact local communities are beyond local control. Local governments are subject to federal and state mandates. Income levels of individual jurisdictions depend upon job creation and retention throughout the region. Traffic congestion and air pollution transcend local community borders. Local decision-makers may have limited ability to influence an important community issue.
• It is not always clear or obvious how to implement good policy, even when there is a high level of agreement about a desired direction.
• Resources to implement policy may be limited.
• Mediation may be required to resolve issues where communities are polarized.

MAKING POLICY IS NUMBER 1 JOB FOR LEGISLATOR

The key to avoiding conflicts is to recognize that the general public policy of the city is usually a matter for the legislative body to determine: the Angeles City council, though the latter also has an executive and administrative function. It is also important to recognize that it is not the role of the legislative body to administer this city. The city council sets policy, but it is either the city mayor, or city administrator that actually sees that the policies are implemented. Since the distinction between formulation and implementation is not always clear, open communications between legislators and administrators is absolutely necessary.

Focus on Strategic Policy-Making

Legislative bodies are most effective and are most successful when they focus on strategic activities that guide the future of their communities. Whether it is called goal setting, strategic planning or futures planning, the process of assessing need and establishing priorities is a necessary function of local government. It is a process that can be used to build citizen support, encourage efficiency, and improve productivity. Some observers believe that governments are driven by past decisions and reaction to operational issues and limitations. There is a legacy of prior actions that limits the community’s vision about future possibilities. Policy is about the future of your community, whether tomorrow, next week, or years from now. Policy-making is about visions, goals, choices, and possibilities. Alignment of vision and goals with the community and its local government structures builds trust and community confidence. Limited resources go further where there is alignment and trust.

Key policy-making activities include:

• CREATING A COMMUNITY VISION. This is the “big picture” for your community. A vision captures the dreams, aspirations, and hopes of your community. It is a choice of one future out of many possibilities. Important community values shape this vision. Does your community see itself as a trader in a global village? A place where diversity is cherished? A place where there is peace and harmony between the built and the natural environment? A “vision statement” could provide a benchmark against which all other local government actions are measured. If you don’t know where you are going, any path will do. Communities with vision know who they are and where they are going. Some communities also develop value statements and strategic plans to help implement their vision statements. Those without vision spend considerable energy on wrong or irrelevant issues, bouncing reactively from one topic to another. In short, they cannot see where they are going.
• Community goals & Objectives. identify components of the community vision and provide direction for implementation. A goal statement may grow out of a difficult community problem, for example, a high crime rate. The goal is to find a satisfactory resolution to this problem by implementing policies designed to reduce crime. A goal may also be born of a desire to instill some quality that is not currently part of the community, such as economic growth. Or, a goal may grow from a desire to preserve a valued characteristic or quality that already exists, such as the preservation of small town qualities while accommodating growth. Goals are qualitative statements; objectives are quantitative and measurable.
• The comprehensive plan represents the community’s policy for future growth. The plan assists in the management of the city or county by providing policies to guide decision-making. Prepare comprehensive land use plans under the state’s Growth Management Act. Comprehensive planning usually starts with an inventory and analysis of land, followed by an analysis of population and demographics, economic conditions, amenities, physical conditions, and infrastructure to determine future needs and alternatives. Based upon an agreed amount of growth, the land-use element of the plan maps locations for future development. Zoning and development regulations limit the permitted size of these developments, and govern how various uses must relate to their neighbors. Transportation and public facilities elements of the plan address service levels, locations, and financing of infrastructure needed to support community development. These plans are powerful policy tools that address major pieces of your community’s vision.
• BUDGET AND CAPITAL FACILITIES PLAN. These address the allocation of scarce financial resources to achieve the community’s vision, accomplish goals and objectives, implement the comprehensive plan, and provide services. The budget is considered one of the strongest policy-making tools. It defines the spending and service priorities for numerous other policy decisions. There is rarely enough money to do all the things that a community desires. Thus, budgets and capital facilities plans must prioritize. What gets funded? In what order? What does not get funded? How much will be spent to provide desired services? Long-term financial plan projections (5 to 6 years ahead) often help reveal some of the costs or consequences of seemingly “inexpensive” short-term policy decisions. The allocation of resources to competing needs is an important exercise of setting local policy. Deciding what not to do is also an important part of policy-making.

THE POLICY MAKING PROCESS

This research paper has been written primarily for our Professor in Certificate Course on Public Administration and Governance, DR. NOEL H. MALLARI, DPA, local officials of Angeles City. Citizens and representatives of community interest groups who participate in local issues may also find this publication useful. The purposes of this publication are to describe the local government policy-making process in Angeles City, outline effective roles for local officials, and to provide practical tips to make the local policymaking process more satisfying and productive. Local policy-making is complex, demanding the very best of local officials. It is worth the effort. The destiny of our community – the fulfillment of its dreams and aspirations – flow out of the exercise of policy-making.

The policy-making process weighs and balances public values. Often there is no “right’ choice or correct technical answer to the question at hand. That is why policy-making can be an adversarial process, characterized by the clash of competing and conflicting interests and viewpoints rather than an impartial, disinterested or “objective” search for “correct” solutions for policy problems. Because of these value clashes, the policy-making process can get emotional. However, it does not have to be rancorous. If you are a local official, you will be more effective and productive over the long-term if you respect the viewpoints of others – whether you agree with their position or not. Take time to understand your roles and responsibilities. Legislators, for example, are most effective if they focus on policy issues, not administrative matters. And chief executive officers such as mayors, county executives and city managers are most effective when they recognize and support the policy-making responsibilities of their local councilmembers and commissioners.

Introduction

Policy-making is often undervalued and misunderstood, yet it is the central role of the city, town, and county legislative bodies. The policies created by our local governments affect everyone in the community in some way. Public policy determines what services will be provided to the residents and the level of those services, what kinds of development will occur in the community, and it determines what the community’s future will be. Policies are created to guide decision making. Elected council members of cities, towns, and counties have public policy-making responsibilities. County commissioners also set policy, but have an executive role of administering policy as well.

Local policy-making is complex. It demands the very best of local officials. The public policy-making process is highly decentralized. Policy initiation, formulation, adoption, and implementation involve many interests. This process has been characterized as tending to be “fluid, incremental, confused, often disorderly and even incoherent.”

What is policy?

Formally adopted policy generally takes the form of a governing principle, plan, or course of action. In the public sector it generally evolves from a deliberative process, and is adopted by an ordinance or resolution. Legislative bodies make public policy decisions; others perform the administrative task of implementing those policies. The decisions could be the adoption of a vision for the community, a comprehensive plan, a budget, or a policy relating to a specific issue, such as allowing or prohibiting local gambling activities. Policy-making requires political wisdom, diplomacy, and prudence to bring diverse community interests together around a shared purpose. Common usage of the term “policy” also includes the wise and expedient conduct of management; thereby blurring the line between policy and administration and causing confusion in the roles of elected legislators. Public policy is a combination of basic decisions, commitments, and actions made by those who hold authority or affect government decisions. The policy-making process weighs and balances public values. Often there is no “right” choice or correct technical answer to the issue at hand. Policymaking can be an adversarial process, characterized by the clash of competing and conflicting interests and viewpoints rather than an impartial, disinterested, or “objective” search for “correct” solutions for policy issues. The larger and more diverse the constituency, the more difficult policymaking becomes, particularly when addressing regional issues. Democracy is sometimes messy. Since our government is a representative democracy, an effective policy-making process insures that all relevant viewpoints are heard, and that the rights of individuals are protected.

The Policy Making Process

There is no question that effective policy-making requires lots of process. But in the end, it requires decisiveness too. While citizens and interest groups value the opportunity to participate, they also expect efficiency in the process of analyzing issues and bringing them to resolution. “Democratic efficiency” may sound like an oxymoron, but it is a worthwhile goal. Drawn out, inconclusive processes wear out participants and frustrate everyone. Such processes may make citizens less willing to participate in future community activities.

Get issue on the agenda. A city council member has little or no power acting alone. If there is an issue or problem that should be addressed by your city, it has to be put on the public agenda. Some issues are so important that there is a consensus that something must be done. However, your issue may be in competition with others for time and attention. The support of other members of the legislative body is needed to commit time and resources to study the issue. The same is true for the chief executive. A budget is needed to carry out the studies and conduct the processes needed to bring resolution to important policy issues.

There are many catalysts for new or revised public policies. An economic calamity, such as the closing of a mill in the community, might generate a need for a new economic development policy. Technological innovations, such as networked computers and the Internet, are raising a myriad of technology policy issues for local governments today. Ecological shifts brought about by dramatic growth and development threatens Salmon species, requiring governments to respond. On some issues the community may have no choice but to act because of federal or state requirements like the Endangered Species Act and the Growth Management Act. On other issues, there may be local discretion to address them or not. These policy issues will need the consent and support of other elected officials to place them on the local agenda.

The policy-maker must be prepared to explain why action is necessary and why this issue is more important than other issues that compete for time, attention, and resources. What is the problem that needs to be solved? What are the implications of not acting? What is at stake? Why is government involvement or action required? Can someone else, such as a non-profit entity, address this problem?

Document Existing Condition. Issues become part of the public agenda when there is a shared perception that a problem must be solved, an issue resolved, or an opportunity realized. Explain the problem and recognize that everyone does not share the same definition of problem.

Existing conditions provide a reference point against which possible actions are compared. The task of documenting existing conditions will probably be assigned to staff. Council members must recognize that resources need to be budgeted for these staff activities.

Define Goals and Objectives. Policy action requires public support, or at a minimum, a working majority of the legislative body. The development of goals is an important part of the search for agreement. Conceptually, the idea is to move from the more general to the specific: first reaching agreement on broad principles before getting to specific means.

Goals are qualitative in nature, for example:

• Create a community where people can live, work, and play in an environment that is safe, vibrant, and aesthetically pleasing.
• Preserve greenbelts and natural areas.
• Provide for the efficient and safe movement of people and goods.

Objectives are quantitative, providing yardsticks to measure goal achievement. Some examples are:

• Create 1,500 new affordable housing units by the year 2005.
• Acquire outright or purchase the development rights to preserve 1,000 acres of greenbelts by the year 2005.

Goal development can be a time-consuming process that requires the full attention of the governing board. All members should participate. There will need to be give and take among the participants. Goals should reflect what the governing board wants to accomplish. Avoid getting too detailed. Let staff figure out how to achieve goals. Organizations cannot do everything at once. Setting goals helps prioritize where time, energy, and resources go.

Generates Alternatives. What options are there for attaining the policy-making body’s goals? It is important to consider a range of reasonable alternatives. If alternatives favored by an influential interest group are excluded, it will be very difficult to reach a decision that has strong support.

• Do not prematurely lock into one choice. That will impede your ability to build a consensus and to bring other interests over to your position.
• Be respectful of costs to government. All levels of government are expected to do more with less. This is especially true for local government. Are there low or no cost solutions? Think creatively.
• Be mindful of ongoing costs. These have to be budgeted. For example, if the city spends money to purchase land and develop a park, it also needs to pay for ongoing maintenance.
• Think of what it will take to implement your solution, including administrative costs. Policy that cannot be implemented is ineffective. The more complex a solution, the more likely it is to meet with resistance.

Identify Key interest Groups. This is an important step in defining criteria for evaluating alternatives. Who else cares about this issue? How will they be impacted? Will they be positively or negatively affected by various solutions? Which interest groups are logical allies? Who is likely to oppose the action(s)?

Evaluate Alternatives. This task will likely fall mainly to staff, and will often be addressed through formal process requirements such as the preparation of environmental impact statements. Some key considerations are:

• Address the costs and consequences of doing nothing.
• Recognize that there are tradeoffs and costs to others. Anticipate criteria that are important to others. You lose credibility if they are ignored. The same weight does not have to be placed on other interests’ criteria, but the real impacts cannot be ignored. In many cases, there are legal requirements to address the impacts.
• Test the sensitivity of assumptions. How would the findings and conclusions change if the assumptions were modified?

Decide. Even if everything is done right, some decisions are hard because they address a difficult issue. A few points they consider are:

• Recognize constraints, such as budgets, laws, and authority. Balance dreams with the reality of what needs to be changed. Small changes can have major impacts through time.
• Recognize that there are often more than two positions on an issue. This makes it difficult
• to get a majority, much less a consensus.
• Think about how alternatives might be combined into “win-win” solutions that address needs of multiple parties.
• Treat all parties with respect.
  

Implement and Monitor. Even if you have done a great job in involving all the parties,

analyzing alternatives, and achieving consensus, the process is not complete. Too many well-intentioned plans sit on a shelf and collect dust. Make sure that implementation responsibilities are clearly assigned.

Policies often have unintended consequences. Monitor the implementation of policies and revise them as necessary. It is better to discover (sooner than later) that the assumptions were not correct so that early corrective action can be taken. Unintended consequences can create bigger problems down the road. Consider sunset ordinances that require formal policy review after a set time period, especially if the council embarks on an untried innovative policy direction.

just my own point of view

- roy dante ogurida

PROGRAM EVALUATION AND POLICY ANALYSIS

    Every year, about $200 million is allocated for program evaluation or policy analysis of about $200 billion worth of social programs in the U.S.  This lecture provides the basics needed to understand and hopefully prepare such research proposals.  Program evaluation is defined as the use of research to measure the effects of a program in terms of its goals, outcomes, or criteria. Policy analysis is defined as the use of any evaluative research to improve or legitimate the practical implications of a policy-oriented program. Program evaluation is done when the policy is fixed or unchangeable. Policy analysis is done when there’s still a chance that the policy can be revised. A number of other terms are probably deserving of definition:

·         action research — just another name for program evaluation of a highly practical nature

·         applied research — a broad term meaning something practical is linked to something theoretical

·         continuous monitoring or audit — determining accountability in activities related to inputs

·         cost-benefit analysis — determining accountability in outputs related to inputs

·         evaluability assessment — determining if a program or policy is capable of being researched

·         feasibility assessment — determining if a program or policy can be formulated or implemented

·         impact analysis or evaluation — finding statistically significant relationships using a systems model

·         needs assessment — finding service delivery gaps or unmet needs to re-establish priorities

·         operations research — another name for program evaluation using a systems model

·         organizational development — research carried out to create change agents in the organization

·         process evaluation — finding statistically significant relationships between activities and inputs

·         quality assurance — ensuring standards for data collection appropriate for program objectives

·         quality circles — creating employee teams that conduct research on organizational quality problems

·         quality control — ensuring data utilized for decision making is appropriate

·         total quality management — evaluation of core outputs from a consumer-driven point of view

    Patton (1990) and many other good books, websites, and seminars on evaluation or grant and proposal writing will contain additional definitions. Don’t take any of my definitions (above) as gospel since there’s not much agreement among professionals on terminology. The basic principles and practices of evaluation are well-established, however. 

    In criminal justice, unless you’re willing to shop for sponsors in the private sector among charitable foundations, the source of most research funding is the National Institute of Justice. NIJ is the research branch of the U.S. Department of Justice. It is totally unlike the old LEAA/LEEP (now NCJRS) in that discretionary block grants (enabling topics of your own choosing) are a thing of the past. Since 1984 and every year since, NIJ comes out with their Research Plan for the upcoming year. It usually sets 7-8 areas they want evaluative research done in. These priorities represent a compromise between the personal preferences of the Attorney General and what NIJ senior staffers believe to be the most critical areas. There’s almost always something available for research with drugs, domestic violence, victims, community crime prevention, sentencing, and in recent years, technology. Not much NIJ-sponsored research supports criminological research, and what little there is is eaten up by think tanks or well-organized academic research teams. NIJ seems to favor proposals that involve randomized experimental designs and a clear indication that both academics and practitioners will be working closely together. Juvenile grants are handled by another agency, OJJDP (Office of Juvenile Justice and Delinquency Prevention), and most of the priorities there tend to heavily involve collaboration with lawyers or law-related education. 

SYSTEMS MODELS

    To understand evaluative research, one must understand the systems model approach. Other words for this approach are theory-driven or criterion-driven. The basic idea is that any program, organization, or functional unit of society can be represented as an interrelated series of parts that work together in cybernetic or organic fashion. In fact, computer language is often used to describe the things an evaluator looks for, such as:

·         Inputs — any rules, regulations, directives, manuals, or operating procedures, including costs, budgets, equipment purchases, number of authorized and allocated personnel

·         Activities — anything that is done with the inputs (resources) such as number of cases processed, kinds of services provided, staffing patterns, use of human and capital resources 

·         Events — things that happen shortly before, after, or during the evaluation period such as Supreme Court decisions, changes in legislation, economic/political changes, natural disasters, etc.

·         Results — specific consequences of activities or products produced, such as number of cases closed or cleared, productive work completed, or completed services provided

·         Outcomes — general consequences or accomplishments in terms of goals related to social betterment such as crime rate declines, fear of crime reductions, deterrence, rehabilitation, etc.

·         Feedback — any recycling or loop of information back into operations or inputs, such as consumer satisfaction surveys, expansion or restriction due to demand, profitability, etc.     

    In addition, evaluation research requires a fairly good grasp of administrative or management models, particularly those that have to do with planning, organizing, and control functions. At a minimum, the researcher should be familiar with the following generic model of all organizations:

MISSION
|
GOALS
|
OBJECTIVES
|
BEHAVIOR

    The mission is, of course, easily obtainable in the form of a mission statement or some declaration of strategic purpose. It’s the one thing that the organization holds up to the outside world, or external environment, as it’s connection to goals of social betterment. Goals are those general purposes of the functional divisions of the organization. For example, to improve traffic flow, to deter crime, to solve cases, and to return stolen property are broadly-stated goals. They’re the things that clientele or consumers of the agency relate to. Objectives are specific, measurable outcomes related to goals, such as a 30% improvement in traffic flow, a 25% reduction in crime, or $500,000 in returned property. They are also usually time-specific, and are what employees most relate to. Behavior is the ordinary productivity of employees. Accountability of behavior to objectives is the personnel function, and of behavior to goals or mission is oversight. Feedback loops normally exist between behavior and goals in most communication channels, however. Evaluators usually identify forces in the external environment (events), like demography, technology, economics, and politics, as well as who the clientele are of the organization (it’s not the same as consumers), as well as the degree to which the organization is extracting power resources from its community vis-a-vis some competitive organization.

THE STEPS OF PROGRAM EVALUATION

    Program evaluation uses less of what I’ve mentioned above than policy analysis. Like grants, program evaluations are often expected to involve some original research design, and sometimes what is called a triangulated strategy, which means 2-3 research designs in one (for example, a quantitative study, some qualitative interviews, and a secondary analysis of data collected from a previous program evaluation). The basis steps are the same as the scientific inference process: (1) hypothesize; (2) sample, (3) design, and (4) interpret. 

    The hypothesis step is crucial. The evaluator must dream up hypotheses that not only make sense for the kind of practical, agency-level data to be collected, but ones that are theoretically significant or related to issues in the field as evidenced from a review of the extant literature. Evaluators draw upon a wide range of disciplines, from anthropology to zoology. In Justice Studies, it’s common to draw hypotheses having to do with offenses from the field of criminal justice and hypotheses having to do with offenders from the field of criminology. 

    Sampling is often not random since few organizations are willing to undergo experiments or deny treatments to some of their customers for the sake of research. Quasi-experiments or time-series may be the best that the evaluator can do. Sometimes, ANCOVA, or post-hoc statistical controls can be used as substitutes for experiments. 

    The design step usually involves replication of instruments, indexes, or scales used by previous researchers in studies of similar organizations. Occasionally, the evaluator will develop, pretest, and validate their own scale. 

    Interpretation results in the production of at least three documents: a lengthy evaluation report geared for a professional audience which contains the statistical methodology; a shorter report geared for laypeople which simplifies or summarizes the study; and an executive summary which is usually two or three pages in length and can also serve as a press release. In addition, evaluators often do interim and progress reports.

THE STEPS OF POLICY ANALYSIS

    Policy analysis generally takes more time than program evaluation. Whereas all the above can be accomplished by a seasoned evaluator in six months or less, policy analysis may take a year or more. It may even take that long just to find out exactly when, how, and where the policy is articulated. A key operating assumption among policy analysts (at the beginning of their work) is that policy is never directly measurable. If it were a simple matter of looking up the statutory authority for the agency, there would be no reason for policy analysis, although it’s common for policy analysts to at least pay homage to “policies enacted in law.”  Some policy changes are incremental but others are non-incremental (called paradigm shifts).  It’s also customary for policy analysis to have a theory of some kind, whether using any pre-existing theory like the models of public choice, welfare economics, corporatism, pluralism, neo-institutionalism, or statism (Howlett & Ramesh 2003), coming up with one’s own theory; e.g., through inductive versus deductive theory construction, and/or a taxonomy of typical policy styles with respect to specific areas of government activity by individual, group, and institutional level of analysis.  

    Policy analysis is most useful when you’ve got a large, troubled organization manifesting a Roshomon Effect (employees disagree or don’t know the policies) and decoupled subenvironments (parts of the organization going off some direction on their own). There’s also usually some public concern about the morality or “goodness” of the organization, and policy analysis is not concerned with disinterested description, but with recommending something on the basis of moral argument. It’s unfortunate that policy studies and policy analysis are typically limited to graduate school education. Learning the art and craft of policy analysis can be of enormous benefit to undergraduates, and the sooner they learn it the better since far too many people wait until graduate school. The basic steps of systematic policy analysis are as follows:

·         Problem Identification — finding the public interests and issues involved

·         Criteria Selection — determining what criteria to evaluate the organization on

·         System Assessment — analysis of boundaries, feedback, and power dynamics

·         Strategies and Tactics — examining decision-making and delivery mechanisms

·         Feasibility Assessment — formulation and implementation analysis     

    A problem is defined as some predicted condition that will be unsatisfactory without intervention. They can stem from problems that everyone is already aware of, but in most cases, are derived the policy analyst’s perception of what’s appropriate for the organization. This is sometimes called a constrained maximization approach because it involves reflection on the broader societal purpose (public interest) of the organization as well as what the top decision-makers are cognizant of. The analyst often derives a perception of the public interest from a literature review, or engages in what is called agenda building, which is similar to how sociologists approach a social problem or issue by analyzing the criminalization or medicalization of something. Intended and unintended functions of the organization as well as formal and informal agendas are looked at.

    The selection of criteria depends on the public interests being served. It’s time for some overdue examples, so let’s take a typical code of ethics for an organization. Almost all of the verbiage in these can be reduced to the values of liberty, equality, and fraternity. The analyst would therefore try to construct formulas to measure liberty, equality, and fraternity in terms of the inputs, activities, and outcomes we became familiar with in our earlier discussion of program evaluation. I’m not kidding; actual mathematical formulas are constructed to measure abstract concepts. Much of the science behind it comes from the way economists measure opportunity cost. It makes more than a few people quantiphobic, so I’ll explain a select few of the simplest ones:

    A system assessment in policy analysis usually involves creating a flowchart showing how outcomes and feedback are produced by the organization, and then showing this flowchart to employees in the agency to see if they agree or disagree with the depicted process. At this time, the analyst is concerned with the problem-outcome connections, and relevant discrepancies or assertions by employees in this review are converted into testable hypotheses that involve estimates of Type I or Type II error. This refers to whether or not there is an informal employee “culture” that accepts or rejects the policies inferred by the analyst. One of the assumptions of policy analysis is that practices do not make policy, but sometimes it seems like they do, so the analyst has to look into the goodness of fit, if you will, with the intentions of those practices and if the discrepant employees are what are called knowledgeables, or those people who are capable of thinking one step up to the abstract principles or interests behind policy. It may well be that the organization is fulfilling broader interests like health, well-being, or quality of life.

    Systems, of course, also intimately involve boundary mechanisms, both externally to the environment and internally. It’s the analyst’s job to determine if these boundaries are open or closed, as this matters for the adaptive capacity of the organization and its readiness to accept change. The general rule is that permeability is healthy. Open organizations are more adaptive and changeable. Feedback loops are also open or closed, depending on the amount and use of information from outside consumers or clientele or internally from employees only. Many criminal justice agencies have criminal consumers, so it’s customary to see terms like semi-permeable or semi-closed.  Another term which is somewhat murky is the concept of “stakeholder.”  There are many types of stakeholders and many different ways to do stakeholder analysis (Friedman & Miles 2006), but generally, any person or organization who is (or can be) positively or negatively impacted by a project is a stakeholder.

    Strategies and tactics involve measuring the delivery mechanisms of the organization. In this regard, the analyst is concerned with informal and formal power structures. The powerless informal people will have their satisficing (settling for less) behavior measured. The powerful decision makers will have the degree to which they say (and they always do) they can improve with more time, money, and people measured. It’s the job of the analyst to determine what are called the optimization levels for resource allocation.  Many good books have been written on Pareto optima, Markov chains, queuing theory, PERT, and cost-benefit analysis, and I won’t try to explain them here, but they all essentially involve running a series of simultaneous equations (or difference equations) through a computer in order to determine probabilistic permutations or combinations that represent various break-even points.    

    Feasibility assessment involves timeline and matrix analysis. A timeline is a graphical way of depicting events, and a formulation and implementation matrix depict the political action plans, both historically and in terms of the analyst’s recommendations. A legend for the symbols goes like this: O = origin of some policy initiative; I = implementation of some action plan; P = program operation started; E = evaluation of program; T = termination of program. 

Best Practices for Curbing Corruption in Asia

Curbing Corruption in Asia is a turning point in the debate over corruption. Professor Jon S.T. Quah combines broad comparative concepts with a detailed account of corruption and reforms in six countries to spell out critical policy choices Asian societies face. His analysis of three patterns of corruption control is a welcome departure from the many reform proposals that emphasize the same factors everywhere, and thus do not really fit anywhere. Not only can corruption be controlled; Professor Jon S.T. Quah shows how several Asian societies have done it. At the same time, he identifies critical points at which controls can fail. Anyone concerned with corruption and development in Asia should give the lessons in his article a very careful thought.

The government is not the sole responsible for curbing corruption, citizen of a particular country also have duties to watch over their leaders. Reading this column entitled Best Practices for Curbing Corruption in Asia” has been an eye opener in many ways. Different countries are faced with different scenario of corruption and each needs a special attention.

The Philippines for example, even if a separate agency will be put up for monitoring corruption what’s the assurance that this agencies will really do its function. It happened before, the Philippine Government establish the PCGG but lately they‘re   found out that the most of its members were corrupt, this only mean that in order for a government to solve corruption the root of the problem should be looked up.

Also according to the column a certain government should punish those guilty of corruption, this is something true, unfortunately here in the Philippines by the times Former President Estrada was pronounced guilty of the crime Plunder he was sent to prison but several years later the government just to pleas all the followers/supporters of the former President decided to free Erap of his crimes.

The primary reason why there is a big difficulty for countries to curb corruption is because there is no unity to achieves maximum tolerance for corruption. A lot of civilians and government employees sees corruption as a daily occurring thing that is not in any way wrong.

WRITING SYNOPSIS FOR A Ph.D. RESEARCH PROJECT

Whereas it is essential to encourage and expand Ph.D. research to make it a more active part of the academic life of the University of the Punjab, it is also important to ensure that a reasonable standard of research is maintained. The University regulates through its bodies like the Board of Studies and Advanced Studies and Research Board that the Ph.D. research programs are properly planned and executed to maintain the standards..

A research proposal for Ph.D. registration, whether the area of study belongs to natural sciences, social sciences, languages, medicine or engineering, should include certain basic components, in which a number of questions need to be addressed. Why research on the proposed topic should be undertaken and what gains are likely to be achieved? What has been done previously in this or related areas? What are the objectives of this study and how these will be achieved? Are the facilities required for doing the proposed research available? An extensive initial exercise should help in designing a sound research project, which is likely to make a significant contribution in successful completion of Ph.D. research.

Components of a Synopsis

The following components should be provided in a synopsis of a Ph.D. research project. The details may, however, vary according to the field of study. Any alteration to the following format may be made in a specific discipline only with good justification.

1.             Title Page

A title page of the synopsis should include title of the research project, name of the student (with qualifications), name of the supervisor(s), place of work and date (month and year) of submission.

2.             Topic     

The topic for research should be selected carefully. It should be specific and worded to show the nature of work involved as far as possible.

3.             Introduction

It should provide a brief description to introduce the area of the proposed research work.

4.             Review of Literature           

A review of the relevant literature showing the work done previously in the area of proposed research is essential to plan further research effectively. The information given in the review should be supported by references.

5.                     Justification and Likely Benefits

It is important to provide justification for undertaking the proposed research, perhaps in the light of previous work done. It should be possible in most cases to anticipate the specific and general benefits likely to be achieved as a result of completion of the proposed research.

6.             Objectives

Broad objectives as visualized to be achieved should be clearly outlined and these should be itemized. These objectives will indicate the major aspects of the study to be undertaken.

7.             Plan of Work and Methodology

A plan of work describing the various aspects of the study in a logical sequence along with the methodologies to be employed, are the most important aspects of any research plan. Sufficient details to demonstrate that the researcher  has a fairly good idea about the nature of work likely to be involved should be provided. In the case of experimental sciences, e.g., which equipments and experimental procedures will be used to obtain the results; in the case of social sciences what resource materials will be used; whether the required information will be obtained from primary or secondary sources, etc. A time schedule for the various aspects of the proposed research may be provided wherever possible.

8.             Place of Work and Facilities Available

In order to complete the proposed research some specialized facilities may be required. For example in case of experimental sciences different equipments may be involved or in the case of, may be, a study on a scholar, the relevant literature may be available in a foreign country. Therefore it is important to identify the place where the research work will be undertaken and whether the resources and facilities required for doing the research are available.

9.             References and Bibliography

Synopsis should contain at the end a list of references, and a bibliography if required. These should be written on a standard pattern.

It will be difficult to define an overall length for a synopsis for Ph.D. research in such varied fields of study. Whereas it should be concise as far as possible and avoid repetitions, it should also provide sufficient details on the various aspects mentioned above to show that the research involved has been well understood and planned, and it is of an acceptable academic merit. The total length of a synopsis may run from 1,500 to a few thousand words.