ASSESSING PUBLIC VALUE OF THE BALAI MUNTI HOUSING PROGRAM (2021–2025): BASIS FOR STRATEGIC DIRECTION
Keywords:
Public Value, Strategic Direction, Housing Backlog, Housing Desirability, Legitimacy, Operational CapacityAbstract
This study examined the public value created by the Balai Munti Housing Program in Muntinlupa City, Philippines. Anchored on Mark Moore's (1995) Strategic Triangle, the study employed a convergent parallel mixed-methods design involving a complete enumeration of 69 homeowner-beneficiaries and five key officials from the Department of Human Settlements and Urban Development (DHSUD) and the Technical Working Group (TWG). Findings revealed that the program has created a moderate level of public value overall, despite challenges in operational capacity and shifting generational expectations. Program legitimacy received the highest level of appreciation, reflecting the program's success in balancing challenges in desirability and operational capacity. In contrast, operational capacity emerged as the weakest dimension, with maintenance, post-occupancy support, and inter-agency coordination identified as persistent constraints affecting both beneficiaries' experience and the implementing agencies' performance. Age significantly influenced generational expectations and operational satisfaction, with younger beneficiaries seeking faster, more transparent, and more convenient service delivery, whereas employment type and income level showed no significant differences in program appreciation. To realize the program's full potential, the study recommends strengthening DHSUD's Strategic Performance Management System (SPMS) by integrating generation-responsive planning, adopting digital innovations, and investing in human capital development to maximize public value creation in government housing programs.
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