The case of the Philippines-Canada Human Resources Development Program

On models of donor support and good practicesOn models of donor support and good practices

Council for People's Development and GovernanceCouncil for People's Development and Governance

Regional Workshop on CSOs and Aid Effectiveness, Ha Noi, Vietnam – Oct. 9-12, 2007

The case of theThe case of the Philippines-Canada Philippines-Canada Human Resources Development ProgramHuman Resources Development Program

Dr. Giovanni TapangChairperson

Council for People's Development and Governance (CPDG)




OutlineOutline Context and Process of Establishment Overview of PCHRD’s Work

Components of PCHRD Governance Structure and Management

Mechanism The PCHRD as an ODA Mechanism




Philippines-Canada Human Resources Philippines-Canada Human Resources Development Program (PCHRD)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)




Total beneficiariesTotal 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




Brief overview of PCHRD’s WorkBrief 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




Brief overview of PCHRD’s WorkBrief 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




Governance Structure and Governance Structure and Management MechanismsManagement 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




Governance Structure and Governance Structure and Management MechanismsManagement 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




The PCHRD as an ODA Mechanism (1)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




The PCHRD as an ODA Mechanism (2)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




The PCHRD as an ODA Mechanism (3)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

PCHRDPCHRDCIDA NGO/POnetworks

Grant execution Grant implementationDonor




ChallengesChallenges 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




SummarySummary 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 place

PCHRD as a “model for its unique features as a global partnership in funds PCHRD as a “model for its unique features as a global partnership in funds management and the sharing of resources, in decision-making and governance management and the sharing of resources, in decision-making and governance and in the creation of innovative mechanisms and strengthening of institution”and in the creation of innovative mechanisms and strengthening of institution”




The case of the The case of the

Philippines-Canada Philippines-Canada Human Resources Development ProgramHuman Resources Development Program

Council for People's DevelopmentCouncil for People's Developmentand Governanceand Governance




Bonus slides




Philippine Program componentsPhilippine 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




PCHRD strategiesPCHRD 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;




PCHRD strategiesPCHRD 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.

Documents

The case of the Philippines-Canada Human Resources Development Program