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The case of the Philippines-Canada Human Resources Development Program

The case of the Philippines-Canada Human Resources Development Program. Dr. Giovanni Tapang Chairperson Council for People's Development and Governance (CPDG) ‏. Outline. Context and Process of Establishment Overview of PCHRD’s Work Components of PCHRD

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The case of the Philippines-Canada Human Resources Development Program

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  1. The case of the Philippines-Canada Human Resources Development Program • Dr. Giovanni TapangChairpersonCouncil for People's Development and Governance (CPDG)‏

  2. Outline • Context and Process of Establishment • Overview of PCHRD’s Work • Components of PCHRD • Governance Structure and Management Mechanism • The PCHRD as an ODA Mechanism

  3. Philippines-Canada Human Resources Development Program (PCHRD) • 5-year program in March 1990 with C$15 M from CIDA; extended and ended Dec. 1996 • Major factors in PCHRD formation • Shift in Canadian aid policy towards the Philippines • Changes in the political set-up of the Philippines (1986)‏ • Formed after CIDA national consultation (1988) • Focus on human resource development for NGOs and people’s organizations (PO)‏

  4. Total beneficiaries • The PCHRD funded 1,066 activities directly benefiting 15,000 mostly from PCJC partners • Extended fund support to non-members. • Supported formation of 5 national and regional coalitions and 15 provincial coalitions/networks • 50 researches and at least 250 publications, manuals and studies

  5. Brief overview of PCHRD’s Work • Formulated, planned, implemented and monitored by a broad-based consortium of Canadian and Philippine development NGOs • Numerous stakeholders with diverse interests and backgrounds • To develop institutional capacity of Philippine and Canadian NGO and PO communities for a just, participatory and sustainable development through human resource development, partnership, and development advocacy

  6. Brief overview of PCHRD’s Work • To create and promote alternative social structures and relations guided by the principles of people’s participation and self-determination • Themes: gender and development, environment, economic empowerment, institutional building, community empowerment, peace, human rights, and good governance • Activities address common and specific HRD needs of partner NGOs/POs, member networks, and between Philippine and Canadian NGO communities

  7. Governance Structure and Management Mechanisms • Led/managed by a consortium of CSO networks • Philippine-Canadian Joint Committee (PCJC) • Highest policy-making body, overall direction and management • 13 members: 9 Filipino in Philippine National Committee (PNC) and 4 in Canadian Coordinating Committee (CCC)‏ PNC: Association of Foundations, Council for People’s Development, Ecumenical Center for Development, National Confederation of Cooperatives, National Council of Churches in the Philippines, National Council for Social Development, Partnership of Philippine Support Agencies, Philippine Business for Social Progress, Philippine Partnership for the Development of Human Resources in Rural Areas

  8. Governance Structure and Management Mechanisms • Canadian Coordinating Committee (CCC): Canadian Program, 12 from NGOs, solidarity groups and social movements. • Executive Committee (ExeCom): 2 PNC, 1 CCC member and the Executive Director • Regional Committees (RCs): regional representatives of 9 NGO networks of PNC. Four RCs with a total of 195 representatives • PCHRD Secretariat

  9. The PCHRD as an ODA Mechanism (1) • Governance structure composed mainly of internal stakeholders • NGOs and POs act as grant-implementing agencies; • Coalition structure as grant-executing agency; • Autonomy of the executing agency in terms of decision making over project fund utilization and overall program management

  10. The PCHRD as an ODA Mechanism (2) • Partnership mode of donor-grantee relationship • Participation of both parties in all stages of project management cycle • Exchange of expertise and resources • Mutual benefits and learning • More strategic, long-term program-based relationship • Prioritization and rigor in fund and project management according to social and HRD aspects • Regionalized and decentralized structure

  11. CIDA PCHRD NGO/POnetworks Donor Grant implementation Grant execution The PCHRD as an ODA Mechanism (3) • Bidirectionality: Value added role and function of the executing agency • Backward: performance monitoring and evaluation, consolidation of program performance • Forward: operation of broad mandates and frameworks for development assistance

  12. Challenges • Affected by changing contexts of donor, aid recipient, government, and stakeholders in the NGO and PO community • Managing numerous stakeholders with diverse interests and backgrounds • Challenges brought about by changes in the socio-political landscape the Philippines • Changes in Canadian development aid policies as indicated by a shift to a more active support to private sector or business groups rather than NGOs as key partners

  13. Summary • Innovative structure and mechanisms involving mainly internal stakeholders • Consortium of national networks • Model for global partnership in funds management and the sharing of resources • Worked while enabling environment and favorable policies were in placePCHRD as a “model for its unique features as a global partnership in funds management and the sharing of resources, in decision-making and governance and in the creation of innovative mechanisms and strengthening of institution”

  14. The case of the • Philippines-Canada • Human Resources Development Program • Council for People's Development • and Governance

  15. Bonus slides

  16. Philippine Program components • Responsive Component – address HRD specific needs of NGOs and POs • Proactive Component – address common needs of member networks • Joint Proactive Program – develop partnership based on mutual solidarity. Address needs common to both Canadian and Philippine NGO/PO community

  17. PCHRD strategies • Institutional Building: Focused on organizational development assistance (such as strategic planning, monitoring and evaluation framework setting), network building, information management, and program/project management and development;

  18. PCHRD strategies • Coalition Building: Involved partnership building among NGOs and POs, partnership building with other players (such as NGO-government organizations, NGO-academe), policy advocacy, and mainstreaming; • Capability Building: Dealt with the development and enhancement of knowledge and skills of NGOs and POs at the personal, professional and organizational level.

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