Milagros A. Rimando (National Economic and Development Authority)
Jedidia D. Aquino (National Economic and Development Authority)
With the adoption of the renewed pursuit of regional autonomy, the Regional Development Council of the Cordillera Administrative Region (RDC-CAR) assumed the function of preparing the Cordillera for autonomy within the framework of EO 220. This presidential order created CAR as a preparatory step towards the eventual establishment of an autonomous region in the Cordillera in accordance with the 1987 Constitution. Initially implemented in 2007, the Social Preparation of the CAR into an Autonomous Region (SPCAR) has three major program thrusts: information, education and communication or IEC, capability-building on regional autonomy and development and alliance building.
For the early years of implementation, the program focused on the first two components and failed to strengthen the Alliance Building which was important to achieve the social preparedness of the Cordilleran communities and sectors. While the activities were able to improve the awareness on autonomy as a concept, the program lacked effort to persuade the people to support autonomy and approve it during a plebiscite called for the purpose.
The full paper will describe how the RDC adjusted its strategy and adopted a two- track framework with downstream and upstream programs. Downstream, the IEC and alliance building focused on the grassroots through the local governments, line agencies, civil society and business and other sectors. On the other hand, the upstream program targeted the national leaders in Congress, Senate, Office of the President and the Departments. It will also discuss how the program expanded to cover advocacy for federalism.
Severo C. Madrona, Jr. (University of the Philippines)
The emergence of Public Private Partnership as a mode for intensified private
sector participation in the development and management of public infrastructure
and services is a culmination of decades-long public sector reforms envisioned
by the UK and US neo-conservative administrations (backed by the international
organizations World Bank and the International Monetary Fund). PPPs evolves
from the earlier recipe of privatization, deregulation and build-operate-transfer. It
is within this context that this paper is being presented. This paper attempts to
provide a framework for evaluating cases of public-private partnerships (PPP) in
the field of governance by linking the indicators and the yardsticks of good
governance in the hope of institutionalizing it in development endeavors. It
examines the philosophy of the reforms, the legal frameworks, institutional
foundations, the various programs, accomplishments, problems and challenges.
Concrete examples are identified: the PIATCO Terminal 3 PPP, the MRT
Common Station and the PPP for School Infrastructure Project (Phase I and II).
THEME C: Networks and Partnerships
Expanding and Strengthening Collaboration in Achieving Sustainable Development Goals