OF VICE PRESIDENT NOLI DE CASTRO
ASIAN DEVELOPMENT BANK, MANDALUYONG
to the Philippine Business for Social Progress for three years of
successful STEP-UP implementation. As a private-sector-led program,
the STEP-UP OR THE STRATEGIC PRIVATE SECTOR PARTNERSHIPS FOR URBAN
POVERTY REDUCTION PROGRAM has indeed been an instrument for private
sector involvement in addressing urban poverty.
me ALSO extend my GRATITUDE FIRST, TO THE ASIAN DEVELOPMENT BANK FOR
MAKING POSSIBLE THE IMPLEMENTATION OF STEP-UP UNDER THE JAPAN FUND
FOR POVERTY REDUCTION; SECOND, the partner organizations of this
program; AND THIRD, the local government executives who worked with
us under the step-up framework.
also wishto take this opportunity to reiterate the support of
government, IN PARTICULAR the Housing and Urban Development
Coordinating Council, to the objectives, strategies, and projects
being implemented by STEP-UP. WHAT I PARTICULARLY LIKE ABOUT THE
STEP-UP FRAMEWORK IS ITS APPROACH OF ADDRESSING THE NEEDS OF THE
NON-FORMAL SECTOR IN THE NON-FORMAL WAY.
I am a
firm believer in
public-private cooperation as the best approach towards reducing
seen it work many times in
the past, even while I was still in the private sector. And I have
seen its effectiveness in the implementation of many of our HOUSING
projects FOR THE POOR AND THE NON-FORMAL SECTOR.
I WILL NO
DISCUSS WITH YOU WHAT STEP-UP IS ALL ABOUT AND ITS ACCOMPLISHMENTS FOR
I WILL JUST be REPEATING WHAT YOU, STEP-UP STAKEHOLDERS AND
PARTNERS, HAVE BEEN WORKING ON AND TALKING ABOUT IN THE PAST THREE
YEARS AND TWO HOURS AND A HALF.
WOULD LIKE TO ACKNOWLEDGE
STEP-UP as an example of a best practice. YET even best practices
have certain prerequisites to be consistently successful. AND THIS
IS WHAT I WOULD LIKE TO SHARE WITH YOU.
me to call these basic requirements as the 4 C’s of successful
public-private sector partnership.
first C is commitment. By commitment, I do not
to an official declaration of support from the head of the
organization. Rather, I am talking about an organizational
orientation towards the values and strategies being espoused by the
partnership. The desire to help urban poor communities should
actually form part of corporate values --- and should be seen as a
concrete expression of the organization’s corporate social
second C is communication. This is quite
tricky, as genuine
communication is not the same as information dissemination. Information
dissemination is a one-way activity. This is the pitfall
of many government PUBLIC RELATIONS outfits. AND the same can be
said of private sector groups and even community organizations.
entails dialogue, and
necessarily requires both parties to listen to what the otherS haVE
to say. It is only when talking --- or in some cases shoutinG ---
accompanied by listening, that consensus can EVENTUALLY be achieved.
Otherwise, we end up repeating that refrain from a popular song from
the 60’s: “people talking without speaking, people hearing
without listening…and no one dared disturb the sound of silence.”
C is collaboration. This is perhaps the most visible aspect of
partnership. Collaboration covers all phases of the project cycle: from
conceptualization, to detailed planning, to actual implementation, to
requires sharing of resources and
time in order to achieve common goals. It entails working
hand-in-hand with community leaders, and dealing with them as equal
partners in a grand alliance against poverty and hopelessness.
never forget that
collaboration should empower the beneficiaries, rather than increase
their dependence on outside intervention.
finally, the fourth C is
continuing change ACCOMPANIED BY FLEXIBILITY. Those of you in
the private sector have more experience in dealing with change. You
are the successful ones. Otherwise you would not be here today.
other hand, we
in government thrive on following established rules of precedents and
bureaucratic processes. But I would like to assure you that we are
also learning---and learning fast (I HOPE) ---that we should embrace
change as a necessity of public service.
CITE AN IMPORTANT POINT WHICH
WE LEARN FROM STEP-UP. STEP-UP HAS ADOPTED A VERY FLEXIBLE
MECHANISM WHICH I THINK ALL OF US --- BENEFICIARIES, GOVERNMENT,
DONOR COMMUNITY, AND PRIVATE SECTOR --- HAVE LEARNED a lot FROM. WHAT
ARE THE NECESSARY CHANGES THAT SHOULD BE NOTED IN STEP-UP? STEP-UP IS
COMMUNITY DRIVEN. THE PROJECTS ARE TAILORED-FIT TO THE
NEEDS OF A COMMUNITY. THE ASIAN DEVELOPMENT BANK CHANNELED THE GRANT
DIRECTLY TO A NON-GOVERNMENT ORGANIZATION (WHICH IS, THE PBSP). AND
THE BUSINESS SECTOR ARE PROVIDING FOR THE INCREMENTAL REQUIREMENTS OF
THE COMMUNITY. THESE ARE SOME NEW DIMENSIONS AND ORIENTATIONS THAT
ALL OF US STAKEHOLDERS SHOULD TAKE A CLOSER LOOK AT. I WOULD LIKE
TO TAKE THIS OPPORTUNITY TO INVITE THE ASIAN DEVELOPMENT BANK TO
EXAMINE THIS MECHANISM. SPECIFICALLY, THE POSSIBILITY OF EXTENDING
LOANS (NOT JUST GRANTS) TO QUALIFIED NGOS TO IMPLEMENT SIMILAR
PROJECTS SO THAT WE CAN REACH OUT TO MORE COMMUNITIES. IT IS ABOUT
TIME THAT THE DONOR COMMUNITY BEGIN TO TRUST NON PROFIT PRIVATE
ORGANIZATIONS TO CONTRACT A LOAN FOR SOCIAL DEVELOPMENT PROJECTS,
SUCH AS SHELTER AND COMMUNITY FACILITIES.
know that development is a
continuing process. And institutions who take part in development
should deal with this reality IF WE TRULY WANT TO MAKE MEANINGFUL
CHANGES AND REFRAIN FROM COMMITTING PAST MISTAKES.
the Fire Burning
FLEXIBILITY. COMBINED, these four elements can fORM a potent antidote
to the hopelessness that permeates poor communities.
AND FELLOW WORKERS, we
are here today because we all believe that something can be done to
reduce and probably eRADICATE poverty. We are optimists. We choose
to see in urban communities real opportunities for development rather
than unending cycles of misery.
is the attitude of STEP-UP since its inception, and I hope that this
will continue and become more intense in the coming years.
keep the fire burning, and
burning brighter, so that we can touch more communities and improve
the lives of more families.
LET IT BE
OUR GOAL TO WORK AT
TRANFORMING THE FAMILIES’ VALUE SYSTEM. OUR HOPE IS FOR OUR STEP-UP
FAMILIES AND STAKEHOLDERS TO BE ADVOCATES OF THE VALUES OF
VOLUNTEERISM, OPEN-MINDEDNESS, AND TRUST.
THE STEP-UP, LET US REKINDLE
THE “BAYANIHAN SPIRIT” WHICH WE FILIPINOS ARE KNOWN FOR.
and good AFTERNOON to all
Office of the Vice President (OVP)
Management Information Services
Division (MISD). All rights reserved.