Metropolitan Arrangements - Philippine Institute for Development ...

186 ManagingUrbanizationUndera DecentralizedGovernanceFramework
the public have complained that *talking takes too long." This concern
indicates the public's clamor for local governments to deal with issues
with dispatch and authority; especially on immediate issues. To effect
such call, a strong management structure has to be in place.
As have been the experience of many emerging metropolises
in the country, the crafting of an appropriate institutional structure
is not an easy undertaking. Metropolitan arrangements in the
Philippines vary in form, functions and scope. Under the current
decentralized system, however,the structure that has received much
attraction is one that guarantees LGU executives sufficient powers
while surrendering certain functions or responsibilities to an
integrative body. A menu of options is available, including a
metropolitan government, a metropolitan corporation or a
reconstituted political entity.
It may be worthwhile to evaluate two alternative structures
proposed in the Structure Plan. First is the metro authority. Defined
as a body "which subsumes most or all major political and
administrative powers and responsibilities currently undertaken by
the individual BLIST authorities," the metro authority is close to
establishing a metropolitan government. However, it is not feasible
to establish because of resistance from the BLIST municipalities. Also,
it violates the present Constitution. The present charter safeguards
LGUs from any form of disempowerment as a result of the
establishment of metropolitan authorities or similar bodies.
The other proposal calls for a consultative forum that is similar
to a metropolitan council (as in the case of Metro Naga and Metro
Cebu) in that membership largely consists of the member
municipalities. Leadership, however, is not well defined in this
•proposed forum. Perhaps one can derive a lesson from the
experiences of a former Coordinating Forum whose leadership was
vague and eventually ceased to exist. _It may be workable to adopt
such model for evolving a new BLIST structure. However, the structure
should have a comprehensive mandate, power and authority, have
the independence to work out its own policies within the BLIST area
of coverage (not necessarily being limited to working within a higher
framework of development), be given sufficient funds for its
operations and have a full-time secretariat.
There are instances where the need for cooperation is so glaring
and completely understood but not one of the member municipalities
or cities would want to take the initiative. Generally, the initiative is