BEST PRACTICE
BP HOST (LOCALE)
CONCEPT
: PPP to Improve Infrastructure
: Toul Sangke, Cambodia
: People Participation
 Delegation of government power to the people on
things that directly affecting their lives.
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A. ADMINISTRATIVE STRUCTURES
 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
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B. POWER SHARING vis-à-vis Central Government
 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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 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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C. DEMOGRAPHY AND LAND AREA
 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
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)
F. LAW ON THE ELECTION OF THE COMMUNE/SANGKAT
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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
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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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BP REPLICATION FOR THE CITY OF BACOLOD
TARGET PROJECT
: Construction of Youth Home
RATIONALE
: 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
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 BACOLOD
BASIC 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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CITY OF BACOLOD
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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61 Barangays
• 41 Urban Barangays
• 20 Rural Barangays
• 639 Puroks
Total Land Area:
16,145.83 Hectares
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The City Mayor, Vice Mayor and Councilors
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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 LGU
Time constraints to implement project
LGU priorities in project selection
Project sustainability
Unavailability of site or lot for the youth home
Proposed project is not supported with statistical data
LGU CAPACITY TO ALLOW IMPLEMENTATION:
Supportive management team
Competent project team
Executive/legislative support
Competent DSSD
Functional and active LCPC
Regional/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 identification
Infrastructure 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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STRATEGY
 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
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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 trimedia 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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