Mitigating corruption in the Philippines through holistic governance?


This article is a discourse on holistic governance and its prospect of mitigating corruption in the Philippines. It presents the key concept and framework of holistic governance and the key issues it addresses. The critical issues confronting the Philippine bureaucracy are likewise examined in line with the parameters of good and effective governance defined by international development agencies. The study focuses on the vital question of corruption that has historically plagued Philippine governance. Through holistic governance, the paper champions institutional, administrative, and cultural change on how the public sector needs to work differently. Although the Philippines has been used as a case, holistic governance may be adopted by other countries in building up effective governance and reducing the threats of corruption. 

Author Biography

Rizal Buendia

Independent political analyst, consultant, and researcher in Southeast Asian Politics based in Wales, UK. He is the Philippine Country Expert of the Global V-Dem (Varieties of Democracy) Institute, University of Gothenburg, Sweden; Non-Resident Fellow of Stratbase ADR Institute for Strategic and International Studies (ADRi) an independent international research organization; and Honorary Fellow of the Bangsamoro Parliament’s Policy Research and Legal Services of the Bangsamoro Autonomous Region of Muslim Mindanao (BARMM).

Former Teaching Fellow in Southeast Asian Politics and Governance at the Politics and International Studies Department and Fellow in Security at the Department of Development Studies both at the School of Oriental and African Studies (SOAS), University of London, UK; former Chair and Associate Professor at the Political Science Department, De La Salle University-Manila; and Senior Lecturer at the National College of Public Administration and Governance (NCPAG)-University of the Philippines-Diliman; and Special Lecturer at the Polytechnic University of the Philippines.

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