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PUBLIC ENTERPRISE
THEORIES AND PRACTICE IN PUBLIC
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ADMINISTRATION
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JACKIE LOU G. DIMATULAC
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9/12/2015
PUBLIC ENTERPRISE DEFINED
Public Enterprise has two defining characteristic; it is
government-owned or controlled; and it is engaged in business
activities.
There are however, different definitions of the term public
enterprises in the economic and public administration literature,
such as the following:
1.
The Commission on Reorganization, defined public enterprises
as corporate bodies, stock or non-stock, owned or controlled by the
government created by special law under the corporation law for the
purpose of performing governmental or proprietary functions which
are socio-economic in nature. (Integrated Reorganization Plan,
dated March 1972, page 35)
2.
The United Nations Department of Economics and Special
Affairs, defined public enterprises as publicly owned and/or
controlled enterprises. These are incorporated public corporations
or large unincorporated units (government enterprises) that sell
most of the goods they produce to the public. (A System of National
Account, 1968,page78)
3.
The International Monetary Fund, defined public enterprises
as a government-owned and/ or controlled industrial units of
financial institutions which either sell goods and services to the
public on a large scale, accept demand, time or savings deposit or
both incur liabilities and acquire financial assets in the market. ( A
Manual on Government Finance Statistics, 1974, page 340)
The official Philippine usage of the term differs from the
economic definition outlined in the preceding paragraphs in two
respects:
1.
The former limits the term to those organizations owned
and/or controlled by the government of the corporate legal form,
thus excluding the departmental ministerial undertakings of the
business type, eg. Bureau of Posts.
2.
The former includes all government corporations regardless of
the nature of the goods and services produces while the latter
would
exclude
those
government
corporations
engaged
in
production of public merit goods, eg., Boys Scout of the Philippines,
and many others in the other services sector. The definition by the
Commission
on
Reorganization
limits
itself
to
government
corporations. As of the middle of 1986, the total list of government
corporation was 245, consisting 96 parent corporations and 149
subsidiaries.
As stated by Prof. Avelino P. Tendero in his book on Theory
and Practices of Public Administration in the Philippines, 1993
edition, he noted the following issues:
1.
Is there a need for government to go into business and
thereafter compete with the private sector?
2.
Why does government engage in public enterprise?
He stated further that the answer to these questions would
require a description of the boundaries of what is private and what
is public. The private sector is comprised of all household and
privately-owned and operated entities; the public sector refers to
government and public enterprises which provides goods and
services, regulates, control, taxes and subsidize the private sector.
The international term used to describe the government
corporation phenomenon is public enterprise while in the
Philippines, the phrase used is Government-Owned or Controlled
Corporation or GOCC.
What are GOCCs?
Presidential Decree No. 2029 defines a Governmentowned and controlled corporation (GOCC) as a stock or a
non-stock corporation, whether performing governmental or
proprietary functions, which is directly chartered by special
law or, if organized under the general corporation law, is
owned or controlled by the government directly or indirectly
through a parent corporation or subsidiary corporation, the
extent of at least a majority of its outstanding capital stock or
of its outstanding voting capital stock.
Executive Order No. 64 of 1993 expanded the definition
of GOCC as follows: ... a corporation created by special law or
incorporated and organized under the Corporation Code and
in which government, directly or indirect, has ownership of the
majority of the capital stock.
Why are they created?
The rationale for the creation of GOCCs is grounded on
the idea that market failures do exist and government needs to
intervene to protect public interest. The most intrusive
intervention by even well meaning states in the market takes
the form of state ownership of enterprises or GOCCs. No less
than the 1987 Constitution provides that GOCCs may be
created or established by special charters in the interest of the
common good and subject to the test of economic viability
(Art.XII, Sec. 16).
In its 2006 study on GOCCs, the Senate Economic
Planning Office (SEPO) laid out the conditions under which
public corporations are expected to operate, to wit:
1. In cases where private sector is unwilling or unable to
provide goods and services vital to society such as the
construction of large infrastructure, i.e., roads and ports;
2. When there is a need to create bias in favor of
disadvantaged sector of the society in a free market operation
such as distribution of staples like rice and sugar;
3. To spur the development of strategic activities with
wide-ranging economic impact; and
4.
When
there
exist
natural
monopolies
which
government wants to control to protect the consuming public.
Types/Cluster of GOCCs
According to the Commission on Audit (COA), as of
August 2010, there are 604 GOCCs in the Philippines, 446 of
which are operational water districts. COA groups them into
three clusters depending on their nature and functions.
Cluster A is composed of mostly financial institutions. Under
Cluster B are public utilities, and those whose nature are
industrial,
area
development,
agricultural,
trading,
and
promotional, while those which are social, cultural, and
scientific fall under Cluster C.
How do GOCCs performance impact on government
finances?
GOCCs are important sources of income for the national
government (NG). Under Section 3 of Republic Act 7656, all
GOCCS are required to declare and remit at least 50 per cent
of their annual net earnings as cash, stock or property
dividends to the national government. Exempted from this rule
are GOCCs, which administer real or personal properties or
funds held in trust for the use and the benefit of its members.
This includes the Home Development Mutual Fund (HDMF),
Employees Compensation Commission (ECC), the Overseas
Workers Welfare Administration (OWWA), and the Philippine
Medical Care Commission.
Aside from dividends, GOCCs remit to the national
treasury collections from guarantee fees, foreign exchange risk
cover and interest on NG advances to GOCC loans. The
national government also receives considerable funds from its
share in the income of the Philippine Amusement and Gaming
Corporation (PAGCOR) and the Manila International Airport
Authority (MIAA) as well as from its share in the airport
terminal fees. In 2009, the national government collected a
total of PhP35.7 billion from GOCCs, accounting for more than
a quarter (25.3%) of total non-tax revenues.
Government financial institutions (GFIs) such as the
Bangko Sentral ng Pilipinas (BSP) and the Landbank of the
Philippines (LBP) are the top remitters of dividends in 2009
with PhP6.0 billion and PhP2 billion respectively. They are
followed
by
Exploration
the
Philippine
Corporation
National
(PNOC-EC),
Oil
Corporation
PNOC,
and
the
Development Bank of the Philippines (DBP).
GOCC as Expenditure
While GOCCs contribute to expand government income,
their
operation
also
constitutes
expenditures
for
the
government. Since these firms are created to protect public
welfare, they are deemed to be entitled to government financial
support in the form of subsidies, equity infusion, and lending.
In 2009, the national government extended financial aid to
GOCCs amounting to PhP23.8 billion or 1.7 percent of the NG
budget.
During the said year, the National Food Authority (NFA)
received the biggest government subsidy while the Cagayan
Economic Zone Authority (CEZA) benefited the most from the
national governments equity infusion of PhP 566 million.
Subsidy to the NFA has significantly grown from just PhP 910
million in 2006 to PhP 4 billion pesos in 2009.
Loan contracts entered into by GOCCs are automatically
backed by government guarantees. In 2009, the governments
net lending (or advances for the servicing of NG- guaranteed
GOCC debt net of repayments) amounted to PhP5.0 billion.
The biggest advances net of repayments went to NIA and
National Power Corporation (NPC) for the Casecnan Irrigation
Project.
Because GOCCs require significant amount of transfers
from the state, they constitute a heavy drain on the public
sectors finances. In 2009, the combined deficit of the 14
monitored
non-financial
government
corporations
alone
comprised more than 10 percent of the consolidated public
sector deficit. From 1998 to 2008, they have accounted for an
average of 30 percent of the outstanding public sector debt.
What are the arguments that underlie the problems
pertaining to GOCCs?
According to the World Bank (1995), state owned
enterprises or public corporations generally tend to perform
poorly relative to their private counterparts because:
1) There is lack of clarity in the governments role as
owner. Government can mean the ministries, or parliament,
or the general public. That is, no one has a clear stake in
generating
positive returns
because there
is no
single
identifiable owner and thus, GOCCs are made to feel like they
are answerable to no one.
2) Many state-owned enterprises (SOEs) have multiple or
conflicting objectives. Government creates a corporation to
address social objectives such as lowering the price of a
socially-sensitive good, yet the corporation is expected to
maximize returns.
3) Access to subsidies, transfers, and guaranteed loans
create a moral hazard problem such that there is no incentive
to be efficient since there is no threat of bankruptcy.
The
abovementioned
factors
are
true
for
public
corporations in the Philippines. There is no single entity that
exercises the ownership functions of the state on GOCCs. The
right and functions of the state as owner are largely exercised
through the department to which they are attached to. The
monitoring of the overall performance of GOCCs is also
dispersed among the various departments in which they are
attached. While the Department of Finance Corporate Affairs
Group monitors the financial performance of GOCCs, its role
is limited to determining the fiscal implications of GOCCs
corporate operations such as monitoring cash flows and debt,
as well as providing technical support (SEPO, 2006).
The poor financial condition of the GOCCs mostly arises
from operational factors and inconsistent policy objectives of
government. GOCCs are often mandated to provide services
with social objectives, which result in losses and necessitates
considerable subsidies from the government or results in
heavy reliance on debt.
The NFA for example, is mandated to stabilize domestic
price of basic food commodities, particularly rice, and at the
same time ensure food security. The conflict arises when the
NFA tries to protect the profit margins of rice farmers (by
setting floor prices) while trying to protect consumer interests
(e.g., lower prices by ensuring sufficient supply). The NFA thus
loses its profitability and incurs huge losses. However, to
support its social role, the government continues to provide it
with subsidies. In addition, the NFA is allowed to borrow
commercially
to
finance
its
operations
with
national
government guarantees. While the cap on foreign loans was set
at US$500 million, there is no ceiling on domestic loans.
Moreover, the NFA is exempt from the payment from all forms
of taxes, duties, fees, imposts as well as import restrictions. Its
off-budget spending is automatically appropriated.
Another issue is the moral hazard problem in the
operations of GOCCs and their conduits/end-users (e.g.
electric cooperatives for NEA, water districts for LWUA,
farmers-beneficiaries
for
NIA).
Because
the
national
government wants to provide service to a larger populace, it
tends to be less stringent on loan repayments for serviceoriented cooperatives (such as electric cooperatives) and does
not impose stiff fines on delinquent and erring end-users
(such as NIA farmer beneficiaries).
As a result, service providers and endusers often have no
incentive to shape up and improve efficiency. This is
manifested in the poor collection efficiency of many GOCCs. In
addition, they have less incentive to perform efficiently
because the government guarantees their debt. They are thus,
in effect, unfree to fail
What has been done to help improve corporate
governance among GOCCs?
Over the years, the Philippine government has made
significant
progress
in
dealing
with
GOCCs,
including
privatizing a large number of GOCCs and consolidating/
closing many others. In 1984, the Government Corporate
Monitoring Committee (GCMC) was created through EO No.
936 and was tasked to develop the appropriate guidelines on
the monitoring of the operations of GOCCs including their
utilization of General Appropriations funds from the national
government and the contracting and utilization of borrowed
domestic and external funds.
GMCC was eventually reconstituted under Memorandum
Order No. 10 (1986) as the Government Corporate Monitoring
and Coordinating Committee (GCMCC).
Proclamation No. 50, signed by former President Aquino
in 1986, launched a program for the disposition and
privatization of government corporations and/or assets and
created the Committee on Privatization (COP) and Asset
Privatization Trust (APT).
In 1992, EO No. 37 was signed by former President
Ramos
which
government
restated
and
the
privatization
enumerated
in
its
policy
annexes
of
the
public
corporations which have been approved for divestment and
those which have been approved for retention.
President Macapagal-Arroyo presented during her term a
so-called Roadmap to Fiscal Strength. In line with the
Presidents fiscal austerity program, Administrative Order 103
was signed in 2003 with a salient feature of suspending
expenditure subsidies to GOCCs except those approved by the
Fiscal Incentives Review Board (FIRB).
At present, the DOF Corporate Affairs Bureau has taken
over the function of the GCMC. The DOF is mandated to
monitor
and
evaluate
the
financial
performance
and
operations of GOCCs and GFIs. To broaden support for this
mandate
and
strengthen
the
advocacy
for
corporate
governance reforms, the DOF, together with the Institute of
Corporate Directors (ICD), formulated a Corporate Governance
Scorecard Guidelines for GOCCs/GFIs.
What are the things that one must take note of when
embarking on reforming the public corporate sector?
Reforming the public corporate sector has become more
critical in light of the tight fiscal position of the government.
GOCCs
were
initially
created
as
solutions
to
market
imperfections, it is ironic therefore that they have come to be
seen as problems that need to be fixed. Given that the
achievement of non-economic goals underlies the existence of
GOCCs, their poor performance does not come much as a
surprise (Grout and Martin, 2003).
Kennedy and Jones (2003) provide of a list of actions that
can address the problem of GOCCs, these include:
1 Privatization. GOCCs can be sold to private owners.
2 Privatization of management. This implies that some
aspects of privatization can be introduced without changing
GOCC ownership.
3 Restructuring. Changes can be introduced to the
GOCCs structure, organization or operations.
4
Corporate
governance
reforms.
This
refers
to
improvements in the supervisorial role of the state over
GOCCs.
5 Liquidation. GOCC can also be dissolved with their
assets sold or transferred to other uses.
