MANILA,
Philippines — Institute for Solidarity
in Asia (ISA), given its vision for 2015, does not limit its sights to the
Philippines.
It
extends its horizons to the East Asian region. Understandably, to complement
its first strategic theme of being a “leading Philippine governance reform
institute,” ISA adds a second column, by adopting a second strategic theme of
having a “strong presence and leadership in East Asia” in the field of public
governance reform.
Judging
from where the Philippines is coming from, this second strategic theme is very
ambitious. It may even strike many as overly presumptuous. But it is what ISA’s
vision or dream for 2015 calls for.
This
second – overly ambitious – governance column for the governance structure of
ISA encompasses five strategic priorities, the first of which is shared in
common with the first strategic theme or governance column. The first common
strategic priority is “generate and optimize resources to support strategy”
under the “resource” facet. Very clearly, ISA cannot spread its governance
advocacy wing wide unless it has the resources to do so.
The
second strategic priority, under the “learning and growth facet,” is “develop a
vibrant community of Fellows and Associates.” This community makes ISA a truly
open institute: It is not confined to the officers, volunteers and staff within
ISA; it extends its umbrage to Associates and Fellows, in particular those
working in National Government Agency (NGAs) and LGUs and who nonetheless get
connected with ISA to draw continuing support and inspiration for the
governance reform work they are carrying out in their respective organizations.
Associates and Fellows are not limited to those working in the Philippines; it
is open to those working in other parts of East Asia as well.
The
third strategic priority, under the “internal process” facet, refers to “institutionalizing
a model for complementary and cooperative programs.” This is where certain
components of the PGS come in: These are being fully adapted to many different
governance situations within the Philippines. Our partner institutes in other
countries – starting with Indonesia and Thailand – are being exposed to the
adaptation work of the PGS so they too can readily adapt them to their own
circumstances.
As ISA
pursues these three strategic “driver” priorities covered above, ISA should
also be very diligent in pursuit of two other strategic priorities. These have
more of the character of “outcomes.” They fall under the “advocacy” and “social
impact” facets. These are: As a “preferred partner of local and international
organizations in spreading governance” under the “advocacy” facet; and having a
“fully functional and regional CLEAN” under the “social impact” facet.
It is
clear that for ISA to move forward, it has to forge many different types of
partnerships both here and abroad so as to be able to spread “good practices”
of improving public governance. Many different organizations – domestic,
regional, and global – share ISA’s public governance advocacy; and it is the
task of ISA to look for convergence in interests and programs so it can work
meaningfully and substantively with these organizations.
Furthermore,
ISA promotes the establishment of centers of leadership and excellence in all
its PGS partners. It has therefore taken the leadership in setting up the
“centers for leadership and excellence in East Asia network” (or CLEAN). This
network needs to be gradually expanded; moreover, it has to pursue a
substantive program of public governance reform initiatives which can be
undertaken on a collaborative basis.
DR.
JESUS P. ESTANISLAO
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