This is a re-posted opinion piece.
MANILA, Philippines — The strategic theme, as a “leading Philippine Governance Reform Institute,” serves as a governance column that is reinforced and substantiated by five closely inter-related strategic priorities. Three of these may be taken as “drivers,” i.e., they help drive the strategic forces that can propel Institute for Solidarity in Asia (ISA) towards properly serving this specific strategic theme. The other two are the “outcome” perspectives of the same strategic theme.
The first strategic priority, related to the facet of “resources,” recognizes the imperative on the part of ISA to stabilize and further strengthen its financial position. Indeed, this is the usual big challenge for many reform advocacies such as ISA. ISA is right to refer to this strategic priority as “generate and optimize resources to support strategy.” Translated into everyday language, this calls for ISA to earn its keep, i.e., to generate revenues by which it meets both current and capital expenditures.
The second strategic priority, related to the facet of “learning and growth,” highlights the imperative of ISA to have a strong base of facilitators, who can help carry out its public governance reform advocacy. These facilitators should have both the deep commitment and high-level competence to carry the ISA flag. ISA refers to this priority as “build competencies of officers, volunteers and staff to support critical processes.” In other words, ISA personnel need to be open to new ideas and new sources of learning so as to carry out their duties effectively and productively.
The third strategic priority, related to the facet of “internal process,” refers to the value-chain of the core programs of ISA. This value-chain has to be put on offer under very clear terms and conditions. Its components need to be systemic and therefore strategic in character. PGS partners should have a choice of availing of the entire value-chain or of picking and choosing only those components that they are in most need of. In other words, ISA presents an “open platform,” where it works with its PGS partners, many of whom may feel comfortable asking the assistance of ISA with respect to the entire platform. But ISA also accepts the possibility that more than a few of its PGS partners may seek assistance only with respect to certain parts of that platform.
The first three strategic priorities share the character of “drivers,” i.e., they help drive ISA towards becoming and living up as a “leading Philippine governance reform institute.” The next two strategic priorities under this strategic theme have more of a character of “outcome,” i.e., these are the results that ISA aims to contribute towards.
Thus, the fourth strategic priority relates to the “advocacy” facet. It presents ISA as “strongly associated with public sector governance and transformation”. The accent of governance, in so far as ISA is concerned, is transformation: NGAs and LGUs need to transform themselves for the better; they cannot stay at the level of carrying out “business-as-usual;” instead, they have to change in a fairly radical fashion so they become “from good to great” public governance units, delivering breakthrough results for their constituencies.
The fifth and final strategic priority relates to the “social impact” facet. This comes under the label of a “transformed Philippine public sector.” Indeed, ISA may go from one NGA to another; from one LGU to another. But its ultimate strategic objective is to transform the entire Philippine public sector. Thus, ISA stresses outreach, helping other NGAs and LGUs, and promoting solidarity within the Philippine public sector for the cause of good governance.
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By: Dr. Jesus P. Estanislao – Swimming Against the Current
Source: Manila Bulletin, April 11, 2012
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