BEST PRACTICE : PPP to Improve Infrastructure

BP HOST (LOCALE) : Toul Sangke, Cambodia

CONCEPT : People Participation

Delegation of government power to the people on things that directly affecting their lives.

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A. ADMINISTRATIVE STRUCTURES

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Lowest Level of Administrative Unit: Sangkat/Commune Higher Administrative Units

- 1 capital

- 23 provinces

- 26 municipalities – urban district

- 159 districts

- 8 khans – districts in the capital Phnom Penh

- 1,621 communes and Sangkat – urban commune

Making use of February 2002 as the reference point: - Direct election – mode of recruitment of the members of the Sangkat council

Prior to February of 2002 - Concentration of power is with the central government, making the commune as an administrative unit to implement its policies - appointment of the political personnel as the mode of recruitment, making them accountable to the central government.

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B. POWER SHARING vis-à-vis Central Government

After February 2002 - Devolution of power from the central government, empowering the commune to initiate policy creation within the context of permissive decentralization (local government administration is still under the direct supervision of the Ministry of Interior)

- Direct election as the mode of recruitment of council members, accountability is redirected from the central government to the people

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Total registered population: 44,636 (11,221 families) per

approximately 100,000 day population due to numerous

garments factories Area: 635.31 ha divided into three villages

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C. DEMOGRAPHY AND LAND AREA

D. ADMINISTRATIVE & POLITICAL PERSONNEL: Administrative Personnel: 20 police/11 voluntary personnel

1 appointed Ministry’s of Interior’s Clerk Political Personnel: eleven councilors- directly elected by the

people [6from the Cambodian People’s Party, CPP, (2 women);

5 from the Sam Rainsy Party(SRP) 3 village chiefs- appointed by the Council

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E. ELECTORAL SYSTEM Proportional Representation (PR) for Sangkat Councilors (indirect PR for higher levels of sub national administration) Administrative and Decentralization (External)

Guidelines on Local Planning and Budgeting (Internal) Creation of the Planning & Budgeting Committee 5 – Year Development Plan Identifying People’s Priorities Classified in 5 Sectors:

* Economic sector-rehabilitation and building of infrastructure * Social sector-education, health, etc. * National Resource Management Sector * Administrative and Security Sector * Gender

F. LAW ON THE ELECTION OF THE COMMUNE/SANGKAT

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G. EMPIRICAL MANIFESTATION OF PEOPLE

PARTICIPATION Involves the people in the identification of needs, and formulation of corresponding policy, implementation, monitoring and evaluation.

Setting up various committees to discuss and involve people’s and local NGOs at various stages of planning, implementation, monitoring, and evaluation of progress, local conflict resolutions during the project implementation and maintenance of the project’s achievement.

Soliciting financial contribution from the private sector

Public display of contribution

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TARGET PROJECT : Construction of Youth HomeRATIONALE : The construction of a youth home demonstrates a strong PPPP being a social program that will work best under a cooperative-collaborative scheme with different sectors

PROBLEM : Increase in population result to more children to endure deprivation, poverty, suffering which unfortunately they eventually end up as violators of the law and increase the criminality in society

Increase in number of street working children and children in conflict with the law (CICL), children sniffing rugby and involved in cases like rape, robbery, pickpocket and drugs trade.

congested rehabilitation building for youth offenders

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BP REPLICATION FOR THE CITY OF BACOLOD

BP REPLICATION FOR THE CITY OF BACOLOD

OBJECTIVE: Help the City establish an integrated program under a facility where different services in rehabilitation and reintegration of the youth or child offender can be given;

Create a condition favorable and responsive to the needs of the children

Provide a better way of reform instead of detaining children and youth offenders in jail

Provide a temporary home until the child is reconciled with the community and family

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CITY OF BACOLODBASIC FACTS

GEOPHYSICAL• Bacolod City is a highly urbanized capital of the Province of Negros Occidental, now a mid-metropolis

• Center of communication, trade and service of the province of Negros Occidental, one of the twin province of Negros island in the cluster of the Visayan islands in the heart of the Philippine archipelago

• Total land area is 16,171,007hectares or 161.45 square kilometers excluding straits and bodies of water

• Became a city on October 19, 1938 by virtue of commonwealth Act 328

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PEOPLE/POPULATION

• Its charming, smiling and hospitable people are called Bacolenos, or

Bacolodnons

• Latest population estimate is more than 500,000 (night population)

or half a million

Approximately 25% of the total capital of the whole Province of

Negros Occidental

• People are fun loving and love festivities

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CITY OF BACOLOD

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Total Land Area:16,145.83 Hectares

61 Barangays• 41 Urban Barangays• 20 Rural Barangays

• 639 Puroks

The City Mayor, Vice Mayor and Councilors20

COMPARATIVE ASSESSMENT

A. What are some criteria that may allow for the BP replication?

1. Criteria for selection of Pilot City (strength) Good track records in exercising local government functions; Solid potential of human resources Strong leadership quality of the mayor and senior local

government officials. Capability of the city to successfully replicate the best practice

2. Issues and problems identified (weaknesses) LGU bureaucratic systems and practices LGU priorities in project selection non-interest of external agencies Public perception/skepticism in LGU capacity for fiscal and

resource management

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ISSUES AND PROBLEMS ON FORMULATION OF OBJECTIVES, INDICATORS, ACTIVITIES ETC.

Budgetary constraint of LGUTime constraints to implement projectLGU priorities in project selectionProject sustainabilityUnavailability of site or lot for the youth homeProposed project is not supported with statistical data

LGU CAPACITY TO ALLOW IMPLEMENTATION:Supportive management teamCompetent project teamExecutive/legislative supportCompetent DSSDFunctional and active LCPCRegional/national awards and recognition

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STRATEGY/ACTIVITIES

The assumed project with public-private sector shall be guided by the following order:

PHASE I:The Management & Project team shall convene with the public sector representatives regarding the project to discuss the following:

Technical aspect such as site selection/land identificationInfrastructure design that would suit the needs of the program

Financial requirements

Administrative aspect

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STRATEGY

PHASE 2: The same team shall convene with the private sector representatives regarding the project to discuss details of the project and identify the role of the private sector  

 

PHASE 3: The public sector representatives and the private sector representatives shall convene in a seminar/conference regarding the details of the project. This seminar will discuss the objectives, goals and challenges of the project; more importantly, it will address the commitment of each sector to this project. 

 

PHASE 4: The public and private sector representatives along with the project team shall conduct fieldwork on the proposed development center (survey of location, materials, sponsors, etc).

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PHASE 5: The planning and scheduling for the actual

establishment of the development center. 

PHASE6: The execution of the mentioned plans of action.

PHASE 7:  Evaluation & Monitoring

STRATEGY

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ISSUES AND PROBLEMS IN FORMULATION OF STRATEGY TO INVOLVE PPPP

• Political • Trust or goodwill

Strategy to Overcome weaknesses, Pursue Opportunities:• Develop strategy to obtain a positive private sector support for the proposed project using the LOGODEF project framework as strongest point.

• Research as a good basis for development initiatives that must be highlighted in the proposed project

• Organize research team, conduct researches and use findings to come up with sound course of action

• Effectively use management tools and capitalize on positive tri- media support

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STRATEGY

• Strengthen Public-private partnership: initiate contacts with organized clubs/associations and get them to actively participate in project planning;

• Strengthen linkages with LOGODEF to increase LGU capacity for the project

• Develop a plan that will project a supportive, committed, responsible, accountable LGU image putting on the frontline credible, competent, expert, clean city personnel/project team to overcome negative/skeptic public attitude/support/disbelief

• Conduct consultation and specify role of partners in the implementation

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Issues on Impact and Sustainability after 1 ½ year Implementation

•institutionalization of private-public-people participation•Sustain trust of people to government to uphold initiatives of LGU to address issues in government

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