Contracting Out Public Services

8/10/2019 Contracting Out Public Services

1/24

Government Contracting-Out

Public Service: GoodGovernance or Avoiding

Accountability?

This paper is submitted by Bertrand Alexander J. Lesaca (UP-NCPAG) in partial fulfillment for

the requirements of PA 301 (Theories in Public Administration) under the guidance and

instruction of Dr. Danilo Reyes.


2/24

Page 1of 24

Abstract

As a an adjunct to my proposed thesis tentatively titled: Phi li ppine Style 3rdwave good

governance: Application of Tofflers 3rdwave theory to promote transparency and good

governance, this paper will delve into issues facing the practice of contracting-out government

services to understand the theoretical framework behind it as well as to find out if such practices

actually benefit the public at large or simply serve as yet another opportunity for institutionalized

rent and patronage seekers to profit from.

As we witness the ongoing global trend of government contracting-out the delivery of public

services, there is an emergence of private establishments getting more interested and actively

involved with the government. The tight competition for government contracts for the delivery of

public services, specially those involving technology, infrastructure, security, healthcare, potable

water and electricity, should result in economic and social benefits for the general public.

However, such competition for government contracts may also be subject to political or

administrative manipulation such that the expected benefits no longer accrue to the public at

large.

For this study to be meaningful, given the time and logistical limitations of a semester,

qualitative focus will be on the contracting out of porter (baggage) services for both departing

and arriving passengers at the Ninoy Aquino International Airport (NAIA). Did the service

improve? Are the benefits (or inconvenience) as expected? Does it do the passengers any good?

Is proper oversight performed by the NAIA to ensure contract terms and agency goals are met?

These questions will hopefully be answered in this paper.


3/24


4/24

Page 3of 24

According to the Organization for Economic Cooperation and Development (OECD):

the ability to deliver essential public services and government functions is a prerequisite

for the legitimacy of state. The foundation of a resilient statethe social contract between

Citizens and their governmentis imperiled when the basic needs of its people

are not met.

2010 OECD Handbook on contracting out government functions

While airport porter service can hardly be considered an essential service, the ability to travel

serves as an indication of a higher level need (Maslow 1954) of the airline passenger.

International or domestic air travel requires the purchase of an airline ticket and owning at least a

baggage (or a form of luggage) containing ones clothes and other personal items, which are

signs of financial ability. There is therefore an expectation of a higher level of service from them.

And since airports also serve as showcases of a countrys growth and development, it is

imperative that the service provided also reflects this. And through the multiplier effect2, can

result in either public benefit or loss.

An understanding of the theoretical and legal framework behind the outsourcing practice

together with the dynamics that are involved in each situation should provide an idea of the

Why and How government agencies have adopted the practice of contracting-out ( also

called outsourcing) of some, or in some cases all, of its functions. An analysis follows to

evaluate outsourcing contract and determine if the government agency, through its contract

2The multiplier effect happens when an investment or payment is used to become someone else's salary or income,and that person in turn spends or invests it and becomes another persons salary orincome. This repeats itselfresulting in an amount larger than the initial investment or payment.(SOURCE: http://www.unc.edu/depts/econ/byrns_web/Economicae/multipliereff.html)


5/24

Page 4of 24

agent, actually delivers what it initially set out to accomplish and that authority, proper

monitoring and control is exercised by the agency and not its agent.

Philippine Air Travel

Background

From its humble beginnings as an American airport strip, the runways of which are now

the Ayala Avenue and Paseo de Roxas in Makati, the Philippine international airport is currently

located on the border between Pasay and Paraaque Cities in Metro Manila. It is around 4.4

miles south of Manila and about 1.3.miles southwest of Makati, the countrys Business District3.

Owing to our strong filial and family ties, we have strong emotional sentiments when any of our

relatives and friends leaves the countrywhether it is for a short vacation, overseas work or

migration. In the early 1970s, the Manila International Airport (or MIA as it was called then)

had a fairly large viewing deck where one can wave to loved ones as they walk toward their

designated flight carriers. It was normal practice for each passenger to be accompanied by

busloads of friends and relatives to bid farewell. Because of this Filipino send off tradition,

Porter service was not really a problem for departing passengerswhat with all the relatives and

friends ready and more than willing to carry the entire luggage, boxes and whatever tampipi4

the traveler had to carry. This happens both when the person leaves and when he/she returns.

Baggage porter service at that time was used more by foreigners, who are usually wary of such

service for fear of losing their belongings. For those old enough to remember, it was really

3SOURCE: http://125.60.203.88/miaa4A native luggage made of sawali or other similar indigenous materials.


6/24

Page 5of 24

chaotic with all those people, either welcoming or bidding farewell, greatly outnumbering the

arriving/departing passengers.

After a fire gutted the old MIA terminal in 1972, a new terminal (now called the Ninoy Aquino

International Airport or NAIA5) was designed and built with 1stclass western standards. The

designers considered the tradition of passengers being accompanied by busloads of well-wishers

as an undesirable nuisance rather than a unique Filipino tradition that should be continued. This

is because the government expects an steady increase in air travel as it actively promotes

Tourism in the country. To decongest the terminal of the throngs of people, more than half of

whom were not even passengers, the new airport introduced an updated security screening

system for which only ticketed passengers are allowed to pass through. While it greatly

alleviated the crowding problem as well as passenger security, no longer can the Filipino

passenger enjoy the luxury of being attended to, and be the center of attention, by the multitude

of well wishing friends and relatives who were now all relegated to looking through a glass panel

till they can no longer see their departing loved one. The advent of Porter Service use had now

arrived.

The NAIA has 4 terminals, namely:

o Terminal 1: NAIA Terminal - International flights, non-Philippine Airlines

o Terminal 2: Centennial Terminal - All Philippine Airlines flights only (North wing

International, South wing Domestic)

5Named after Sen. Benigno S. Aquino Jr., staunch political foe of the Marcos Administration, who was assassinatedshortly upon his arrival after being arrested and led away on the airport tarmac in August, 1983.


7/24

Page 6of 24

o Terminal 3: NAIA International Terminal - International flights (Air Philippines, Cebu

Pacific, PAL Express)

o Domestic Terminal - All domestic flights other than Philippine Airlines

Map of the Ninoy Aquino International Airport Departure hall of NAIA Terminal 3

Volume

In 2009, the airport experienced a surge of 24.1 million passengers. Two years after, it serviced

29.7 million passengers, making NAIA one of the top 50 of the world's busiest airports by

passenger traffic. Then in 2012, the NAIA terminals handled a total of 31,558,002 airplane

passengers representing an increase 6.2 percent the previous year. This represents 13,928,034

international passengers and 17,629,968 domestic flights passengers. But with more airlines

using bigger aircraft, there was a decrease in flights to only 214,354 flights, compared to the

previous year of 218,925 flights. Furthermore, it was noted that Terminals 1 and 2 are already
http://en.wikipedia.org/wiki/File:NAIA_Terminal_3_Departure_2009_MC.jpghttp://en.wikipedia.org/wiki/File:NAIAMap.pnghttp://en.wikipedia.org/wiki/File:NAIA_Terminal_3_Departure_2009_MC.jpghttp://en.wikipedia.org/wiki/File:NAIAMap.png


8/24

Page 7of 24

operating way above their operational capacities of 4.5 million to 7.5 million passengers

annually. The additional terminal 3, plagued by controversial contract problems, is only partly

operational but gets an annual passenger capacity of 13 million6.

Mandate

The Manila International Airport Authority was created by Executive Order 778 (s 1982), as

amended by Executive Order NO. 903, is mandated to7:

Formulate and adopt for application in the airport internationally acceptable standards of

airport accommodation service;

Upgrade and provide safe, efficient and reliable airport facilities for international and domestic

air travel;

Help encourage and promote international and domestic air traffic in the country as a means of

making the Philippines a center of international and domestic air travel;

Perform other functions as maybe provided by the law while maintaining financial viability as

an autonomous government entity.

6SOURCE: http://www.manila-airport.net/index.cfm7http://125.60.203.88/miaa/index.php?option=com_content&view=article&id=9:miaa-mandate&catid=27:agency-profile&Itemid=37


9/24

Page 8of 24

Definition of Terms8

Outsourcing

Outsourcing is the act of contracting out to another provider of goods and services of basic

functions of administration and customer service support that might otherwise be performed in-

house. Although these business processes could be performed by the company itself, outsourcing

such tasks can result in financial advantages to the company.

Globalization

The opening up of trade barriers between countries though the World trade Organizations

General Agreement on Tariff and Trade (WTO-GATT). With the advances in information and

communication technology, trade, interaction and interdependence among countries are further

accelerated.

Business Process Outsourcing

This is the practice of hiring or contracting a 3rdparty (outside of the organization) to perform

certain business processes such as accounting, customer service call center operations, IVR,

accounting/payroll, etc. and formalized by a contract that is enforceable by law.

8SOURCE: http://www.merriam-webster.com/dictionary


10/24

Page 9of 24

Contract

An legally enforceable agreement between 2 parties who have agreed and entered into an

agreement for certain considerations or bargains. While it is standard practice for contracts to be

written, oral contracts are also allowed, provided it can stand certain legal criteria.

Hollow State

Referring to the state whose resources are so limited, it cannot properly function without

contracting-out some or all of its services.

Porter Service

The carrying of luggage by authorized airport personnel. It includes the porters (those who carry

passenger luggages up to the check-in counter and from the customs area to the parking lot) and

the baggage retrievers (those who carry and bring these luggages back and forth from the check-

in counters to/from the airplane to the claim areas).

Study Parameters

The study will look into the porter services of the NAIA. This often overlooked and under-

appreciated service at the airport is one of the first things a passenger will inevitably encounter

upon arrival at the airport terminal. From the time the passenger falls in line (just to enter the


11/24

Page 10of 24

terminal) till the time you cue up for check-in processing, one cant help notice the seeming

correlation between availing of the porter service and getting to the front of the line faster.

After going through all the security checks, the traveler feels assured no baggage will be lost.

However, the accuracy, effectiveness and ethical practices by the baggage retrievers, those

people who work behind the counters and on the airport tarmac, will largely determine if such

expectations can be realistically met. Although the NAIA or the MIAA has no access to

information regarding lost, pilfered or delayed baggage, information obtained from the Civil

Aeronautics Board show 81 formally filed complaints in 2011, of which 7% (or roughly 6

complaints) involved lost luggage9. I suspect this figure covers only a portion of the 4 terminals

of the NAIA as it seems too small for the whole year. However, the fact remains that proper

luggage security and handling will result in air passenger satisfaction, despite numerous security

hassles resulting from the September 11, 2001 terrorist attacks on the US.

It is unfortunate that there is a lack of available data or other related information on this service.

In this regard, to perform the evaluation and performance of the contracted out service, the

analysis will focus on how this contracted out service helps to meet the agencysmandate. Thus,

this paper will attempt to qualitatively evaluate the service based on the following 3 questions:

a) Will it promote international and domestic air travel in the country?

b) Does it provide for the safety of international and domestic air passengers?

9Source: http://opinion.inquirer.net/42971/passenger-protection#ixzz2P6jIKPtf


12/24

Page 11of 24

c) Will it provide for the financial viability for the MIAA as an autonomous government entity?

The Porter Service

Traditionally, porter in the Philippines was free of charge although porters expect to receive

some gratuity, the amount of which depends on the number and weight of luggage carried. This

practice left the passenger to predatory practices of unscrupulous porterssome of which may

not even be employed by the airport administration. With the crowding of the airport by well

wishers and welcomers, the added problem of theft and loss of baggage became a public

concern.

Prior to march 1stof this year, the free porter service was handled by the LBP Services Inc10.,

which employed around 300 porters to service NAIAs four terminals. After this date, the MIAA

Board awarded a new firm, Hire and Keep, Inc11., to provide porter services at the NAIA. A

uniform fee of 1 USD or 50 per luggage will be charged for departing and arriving passengers.

It is expected that the new porter-service provider will absorb most of the LBP contractual

workers12for baggage retrievers. Porters will have to re-apply to the new company.

10It is interesting to note that LBP Service Corporation, which was organized and incorporated in October, 1996 bya group retirees from the Land Bank of the Philippines. The companys Board of Directors and Executive Officers

are composed of human resource professionals, finance specialists, and administrative officers who are past andpresent officers of Land Bank.11Established in Pasig City, Philippines on July 30, 2003. HIRE & KEEP, INC. has as its goal the provision ofpersonnel and services at a more cost-efficient and flexible arrangement for local companies of any size.(SOURCE: http://hireandkeep.com/profile).12Aning, J. Philippine Daily Inquirer. 4:29 am | Friday, February 15th, 2013. Only those


13/24

Page 12of 24

For this arrangement, MIAA will get 10 percent of the revenue collected from the new fees to

augment its financial resources for maintenance and improvements.

Passengers who do not wish to use the service can still have the option to use pushcarts which

will remain free of charge to the passengers. The new porter service will have counters

strategically situated at the entrance of the terminals for departing passengers and after clearing

the customs counters of the arrival area for arriving passengers13.

Analysis

Will it promote international and domestic air travel in the country?

The promotion of air travel in the country requires a concerted effort by both the government and

public sector. While the contracting out of porter services in our airports can hardly make an

impact to this end by itself, travelers may have noticed some improvement in the congestion at

the air terminals. Whether this was affected by the contracted out service is too early to tell.

Through the outsourced service, porter service is expected to be more professional and effective

through the application processes applied by the new company in its hiring and promotion.

The promotion of air travel in the country requires an inter-departmental and executive effort. As

the trend from government to governance moves us toward a hollow state, Fredericksons theory

of conjunction (1999b) offers a good explanation for such inter dependencies.

13Santos, R. NAIA porters to charge travelers P50 per bag. The Philippine Star. February 15, 2013


14/24

Page 13of 24

It is expected that the new porter service will provide for a safe and secure environment to the air

riding public that their checked-in baggages will not only be professionally handled but will be

there intact when they get to their destinations. Hopefully, this will give the perception of

efficiency which can swing passenger preference to use our countrys air services, promoting

our tourism and air travel industry.

Will it provide for the safety of international and domestic air passengers?

With the perennial crowding at our airports, especially during peak travel seasons, passenger

safety is of utmost importance. Un-regulated porter service can be a bane for the passenger if

there is no sense of professionalism within its ranks. Unidentified porters coupled with the

connivance of predatory groups operating within and outside the terminals, further aggravate the

situation. It is expected that with the outsourcing of the service, porters will be trained to be more

responsible and accountable to the riding public.

Will it provide for the financial viability for the MIAA as an autonomous

government entity?

Assuming a 13 million passenger traffic14we expect either USD$13 million or 650 million

annually (that is if all of these passengers use the porter service). At just 10% going to the

MIAA, we see that the revenue the service can potentially generate can significantly provide

14MIAA estimate


15/24

Page 14of 24

additional funds to the agency. This additional revenue generated can further be used to meet its

mandate of maintenance and improvements of other airport facilities. For transparency, close

coordination with the commission on audit (or other auditing authorities) may need to be

mandated

Rationale

Philippine bureaucracy practically emerged from our American colonizers. To Max Weber, the

(bureaucratic) model is characterized by prescribed rules and procedures, official documents,

hierarchy of authority, selection based on merit, and separation of private or personal life from

office15.Unique to this model is the rationalization of group actionin order to achieve the

highest degree of efficiency16

.

And while a plethora of terms abound to define or characterize certain stages of our

governments level of capacity to look after the public welfare and provide the services to its

citizenry, there a couple of theories that shows great promise to Public Administration theory in

the Philippines. These are the concepts of Hollow (or Fragile) and the disarticulated state.

According to the OECD, a fragile state as one that is unable to meet its populations

expectations or manage changes in expectation and capacity through the political process

(Jones et al., 2008). Meanwhile, a disarticulated state relates to the inter-institutional relations of

administration in the context of the decline of authority; the decreasing importance of

15Weber, M. Bureaucracy. In Classics of Organization Theory, 4th edition; Shafritz, J. M., Ott, J. S., Eds.;Wadsworth Publishing Company: Belmont, California, 1996; 8085.16UNDP. Trends and Challenges in Public Administration Reform in the Asia Pacific ; Sub-Regional ResourceFacility for the Pacific, Northeast, and Southeast Asia, UNDP: Bangkok, 2004; 9.


16/24

Page 15of 24

jurisdictional borders; and a general institutional fragmentation. The most important factor is the

decline of the relationship of political jurisdiction and PA. Such weakening of this bond dis-

articulates17 the central link between government and its contracted agentsresulting in a dis-

articulated government (Frederickson 2003).

The competition brought about by globalization induces the private sector to be leaner, have

always been more adept at developing and adopting sophisticated management tools that

government sector operations never experienced because of their monopolies over essential

public sector production and big government contracts. This divide is oftentimes the bone of

contention regarding the best management practice. Despite the differences, we find a common

denominator among them. They are: 1) adaptation of a market-based management and resource

allocation; 2) Increasing reliance on private sector establishments for the delivery of public

services and; 3) a sustained effort at downsizing; and 4) decentralizing the governments role as

the major policy actor.

Why even contract out?

The concept of a Hollow government often occurs due to budget restraints, limited resources and

organizational retrenchments that leave both financial and human resources insufficient for the

continued performance of the agencys work of delivering public goods and services.

As the population steadily grows, government and its agencies have been steadily becoming

leaner while available resources have remained largely limited. There is continued pressure to

17SOURCE: Fredericksin, G. H. , Smith K. 2003


17/24

Page 16of 24

carry out their mandates, to the extent that they may either limit or completely remove some its

services to the public. This nascent condition of a mismatch of responsibilities and resourcesis

central to the concept of a hollow government18and is a major factor for government agencies

to contract out in order for the government to continue with its service mandate to the public.

Soft State

Our Constitution expressly states that The Philippines is a democratic and republican State.

Sovereignty resides in the people and all government authority emanates from them(1987

Constitution of the Philippines. Sec.1. Art. II.). In truth, our society has historically been

dominated by the rich and powerful and characterized by poverty, social and cultural insecurity,

lawlessness and injustice. Such a condition will certainly qualify our country as a SoftState

(Myrdal, G. 1944) since we are still dominated by the oligarchy that continue to exploit the

power of the State or government to serve their own personal interests rather than the interests of

the public. Regulation and policy formulation are more in the command and control tradition

which more often than not either result in regulatory capture or are not properly enforced, if they

are even enforced at all. The traditional exploiters of our Soft State are: (1) rent-seeking

oligarchs or rich and powerful politicians and their families; (2) warlords or leaders of private

political armies; (3) politicians who use force, fraud, or electoral fraud; (4) rent-seeking

businessmen and government administrators and employees; (5) gambling, drug and smuggling

lords; (6) tax evaders; (7) rebels who collect revolutionary taxes; (8) terroristsor organized

18McGlinch, P. Hollow Government: Resource Constraints And Workload Expansion At Fda. April 30, 2001.Harvard Law School. Also called state failure.


18/24

Page 17of 24

banditry; and; (9) thepoor informal settlers and squatter syndicates who occupy private or

public land and are protected by politicians to increase their electoral support.

Our weak nation and Soft State are clearly related to many political leaders who use

their power and authority more to serve their private and political interests than to serve the

common good and the national interest. On the whole they have failed to lead us towards our

constitutional vision, ideals and goals through good governance and the rule of law19.

Other issues worth considering

In public service, is it better to privatize or outsource? A big debate is currently going on

regarding the merits of outsourcing piecemeal versus privatizing entire operations. In

outsourcing, authority and oversight remains with the parent agency. When operations are

privatized, generally there is an implication of autonomy from the parent agency. Privatization

was one of the methods applied by the Marcos regime and while it did lead to service

improvements, the authoritarian and centralized rule of the regime corrupted the system and

financial benefits accrued to a few selected cronies of the executive.

19Abueva, J. V. A Soft State and a Failing Democracy. January, 2011.http://joseabueva.wordpress.com/2011/01/09/a-%E2%80%9Csoft-state%E2%80%9D-and-failing-democracy/


19/24

Page 18of 24

The following charts briefly compare the pros and cons of outsourcing with privatization20:

The Privatization or Outsourcing DebateReflects a False Choice

The Left

Government employeesshould perform all publicservices

Private contractors areoften corrupt

Citizens should receivesimilar services configuredby government, not by

choice

The Right

Privatize everything

Public sector alwaysinefficient

Private sector always better

than public

Privatizing makesgovernment smaller

Disadvantages Of This Model

NetworkedGovernment

Problems

InadequateProtection of Public

Values

Choice andCompetition Can

Give Way to PrivateMonopolization

Poor ContractualProtection of Public

and IncorrectQuality Measures

Lack of NecessaryGovernment

Oversight Talent

Creaming Deprives

Those Most in Need

20Source: Goldsmith, S. Eggers, W. 2007

Advantages Of This Model

Networkedgovernment

benefits

Speed andflexibility

Specialization/NewTalents and Skills

Increased Reachand Choice

Innovation

Enhanced Quality/

Effectiveness


20/24

Page 19of 24

Problems and Issues Facing Contract management

In our study of the porter service at the NAIA, we can certainly expect that with porter service

contracted-out; a more professional approach to baggage handling should result. With part of the

fee going to the MIAA, the agency is able to augment its finances which can help meet the

mandate of being able to provide world class service to air travelers.

Still, one begs to ask: why did the agency only get 10%?What are the agencys plans for the

realized savings from the outsourced service? What kind of oversight and control is exercised by

the agency to ensure that proper reporting of collected fees remain above board? How often will

performance be reviewed?

Partnerships can serve as an alternative to contracting out, as defined in a strict legal sense.

These partnerships can contribute to long-term state building and increase the distribution and

delivery of justice and security. This is not a case of conventional contracting outbut a

partnership that begins with the state reaching out in an attempt to establish a type of community

policing program, with the active participation of the civil society and NGOs. And since in a

partnership, all the partners are accountable, efforts by all participants are well coordinated,

transparent and work toward the public good.


21/24

Page 20of 24

Other Attempts at Service Improvement

A law was recently passed to protect passengers against airline companies unfair policies and

practices. The Bill of Rights for air passengers and carrier obligations was approved on Dec. 3

and signed on Dec. 10 by Transportation Secretary Joseph Abaya and Trade Secretary Gregory

Domingo. It took effect on Dec. 21, 2012, in time for the influx of balikbayans and tourists for

the holidays.

The bill of rights sets, among other things, the guidelines on overbooking, rebooking, ticket

refunds, cancelled and delayed flights, lost luggage, and misleading ads on faresthe top causes

of passenger complaints since air transport was liberalized in the country in 1995. Additionally,

an airline should transport any off-loaded luggage on the next available flight, and deliver it to

the passenger either personally or to the residence, or risk paying P2,000 for every 24 hours of

late delivery. If after seven days of non-delivery, the luggage will be deemed lost and the

passenger will be paid the equivalent of about 17,000 per luggage21.

Conclusion

Fragile and soft states, like ours, are most often incapable of providing the needed oversight and

control over contracted out public services. Since the primary reason to outsource is to minimize

costs while maximizing outputs, the role of government and its agencies have shifted from that

of implementer of public programs and services to that of governance.

21Editorial. Passenger Protection. Philippine Daily Inquirer.December 17th, 2012.http://opinion.inquirer.net/42971/passenger-protection


22/24


23/24

Page 22of 24

to apply Fredericksons Theory of Administrative Conjunction (1999b), its success depends on

the professionalism of the links between separate and disjointed agencies22.

Lastly, any measure of a contracted out service should include professionally designed forms of

control, checks and balances that remains exclusively exercised by the government agency. It

should be done both in a timely and random manner. Such measures and, no doubt, other

innovations provided from lessons learned , will be a thin divide that will determine between a

true public-centered good governance practice and a surrender of public responsibilities.

22Frederickson, H. G. Smith, K. B. The Public Administration theory Primer. 2003. Westview Press. Pgs 207-227.


24/24

Page 23 of 24

References

Print

Frederickson, H. G. Smith, K. B. The Public Administration theory Primer. 2003. Westview

Press. Pgs 207-227.

Best Practice Guidelines For Contracting Out Government. Services PUMA Policy Brief No. 2.Public Management Service. February 1997. OECD.

Cohen, S. A Conceptual Framework for Devolving Responsibility and Functions FromGovernment to the Private Sector.Columbia University School of International & Public Affairs.Graduate Program in Public Policy and Administration. Paper prepared for the 60th AnnualMeeting of the American Society for Public Administration, Orlando Florida, April 10-14, 1999.

Handbook: Contracting out Government functions and services in post conflict and fragile states.

OECD. 2010. ISBN 978-92-64-09198-6 (PDF).

McGlinch, P. Hollow Government: Resource Constraints And Workload Expansion At FDA.April 30, 2001. Harvard Law School.

Scheye, E. State-Provided Service, Contracting Out, And Non-State Networks:Justice andSecurity as Public and Private Goods and Services. The International Network On Conflict AndFragility (INCAF). June, 2009.

Online

Abueva, J. V. A Soft State and a Failing Democracy. January, 2011.

http://joseabueva.wordpress.com/2011/01/09/a-%E2%80%9Csoft-state%E2%80%9D-and-failing-democracy.

Aning, J. NAIA to undergo upgrading in 2013 as number of air travelers increase.

Philippine Daily Inquirer. January 9th, 2013. http;//inquirer.com

Contracting out government functions and services in post-conflict and fragilesituations. ISBN978-92-64-09198-6 (PDF). OECD 2010. www.oecd.org/publishing/corrigenda.

Index Mundi. http://www.indexmundi.com/g/g.aspx?c=rp&v=24].

Brudney, J. L. Delivery of Public Services Expanding the Government-by- Proxy Construct:Volunteers in the Delivery of Public Services.DOI. 10.1177/089976409001900403. Nonprofitand Voluntary Sector Quarterly1990. 19: 315. http://nvs.sagepub.com/content/19/4/315.

Intl Journal of Public Administration, 30: 12971326, 2007. Copyright Taylor & FrancisGroup, LLC. ISSN 0190-0692 print / 1532-4265 online.

Documents

Contracting Out Public Services