Both parties must actively contribute, take ownership, and have “skin in the game.” Such partnerships demand more than just cooperation. The LGU, the private partner, and the community must together: co-create, co-author, co-determine, co-drive, co-own, co-produce, co-sign, co-learn, co-fund, co-design, co-evaluate, co-develop, co-communicate, co-sell, co-support, and co-think.
This is never a one-way, unilateral, or self-serving undertaking. It must be inclusive, participatory, and people-centered.
Mayor-elect Leni of Naga and Pasig Mayor Vico embody this understanding. They embrace the learning journey that PPPs entail. They are fully aware of the obstacles ahead but remain committed to building communities, legacies, and impact.
For them, the “finish line” is not the end—it marks the continuation of service whose impact will be felt long after their terms are over. When their PPP initiatives succeed, it’s not merely a win for their administrations; it’s a lasting victory for the people they serve.
PPP for the people. For a better quality of life. For the present and future.
Atty. Al: What common challenges or pitfalls should LGUs watch out for when engaging in PPPs? Can you cite at least three?
Mayor Leni: Many local government units face challenges in navigating the complexities of PPPs, especially when it comes to evaluating proposals and managing post-award responsibilities.
This underscores the importance of building institutional capacity and ensuring that the legal framework is robust and aligned with national standards. Without clear procurement guidelines, enforceable contracts, and mechanisms for accountability, LGUs may encounter serious difficulties in implementation.
Equally critical is the ability to define local priorities and undertake thorough project preparation. When PPPs are pursued without a clear strategy or feasibility foundation, they risk falling into common pitfalls: unrealistic timelines, underestimated costs, and poorly allocated risks. Ultimately, preparedness is key to protecting public interest and ensuring that partnerships deliver their intended impact.
Mayor Vico: (1) The city’s lack of technical understanding of the proposed project in the initial stages of negotiations; (2) Immediate determination of the need of projects in unsolicited proposals; and (3) Lack of technical understanding of constituents regarding the project.
Atty. Al: What legacy or long-term impact do you hope to leave through your PPP-related initiatives by the end of your term?
Mayor Leni: Going into my term, my fellow elected officials and I established “Finish Lines,” which include short- and long-term goals for the city.
A significant part of these “finish lines” involve the desire to build better infrastructure. Such goal cuts across the different components of how we define quality of life: whether we are talking about making our facilities better to attract more businesses; opening more public spaces and addressing our city’s flooding woes; building decent homes for the urban poor; reviving the tangible proof of our city’s heritage; or institutionalizing full digital transparency in governance.
All these goals are intertwined to create a vision of “Mas Maogmang Naga”—a happier Naga, where progress is felt across all areas of our collective lives, with the hopes of uplifting our brothers and sisters in the margins.
Ultimately, I believe that any PPP-related initiative that Naga may pursue under my leadership should prioritize the public good. From my end, I am committed to leading a government that shows integrity in its service, particularly through transparency and accountability. This will be the guidepost for all the projects that we will pursue.
Mayor Vico: To highlight the importance of the private sector and that it is a valuable partner of the government.
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