Promotion of Low Carbon Urban Transport Systems in the Philippines
STRATEGIC ACTION PLAN
Thomas M. Orbos
Policy and Regulatory Specialist
Table of Contents
VI. Strategic Action Plan
Guided by the fundamentals of Sustainable Development Goal Number 11: Sustainable Transport; National Climate Change Action Plan 2011-2028 priority area number 6: Sustainable Energy, immediate outcome 3 (promotion and adaptation of Environmentally Transport); Philippine Plan of Action 2017-2022 Chapter 20: Ensuring Ecological Integrity, Clean and Health Environment; and Ambisyon Natin 2040: achievement of good transport facilities under the “Maginhawa” principle, a strategic action plan (SAP) is proposed to ensure the achievement of program goal. This part describes the processes of meeting objectives through the strategies recommended. It consists of action steps or changes to be conducted in order realize the said strategies. Each action step identified the specific action or change that is required to happen; actors that will carry out the task; timelines; expected outcome; and means of verifications. The LGUs may use the document as a reference in crafting and implementation of respective local development plans geared towards low carbon transport system. The DOTr, in coordination with DILG and key agencies may provide technical assistance and resource augmentation to LGUs to ensure the strategic implementation of activities. In this manner, the SAP will be cascaded and mainstreamed to LGUs.
1. Results Framework
To better understand how these strategies will be achieved, a results framework on low carbon urban transport system is illustrated. The framework is grounded by a cause-and-effect logic and is divided into two (2) focused objectives (organization-focused and client-focused) that are contributory to the achievement of societal outcome: Improving the transport systems and reduce the GHG emissions.
a. Organization-Focused Objectives
The organization-focused objectives are set of strategies that are within the control of the Organization (DOTr, LTO, LTFRB, other partner agencies) for the achievement of the desired foundational outcome and are necessary for the achievement of the next set of objectives. In this case, the expected foundational outcome is the improvement of personnel’s (implementing the program) capacity to provide technical assistance to the LGUs and other services to the client (public transport operators and drivers).
i. The following inputs are needed so that the identified objectives are achieved:
● Human, Physical and Financial Resources include a well-grounded workforce complement, has staying power to complete the program, and are capable of handling the expanding demand of work. It includes appropriate capacity and capability in terms of knowledge, skills, and right attitude towards work. It also requires conducive working environment to encourage innovation. In addition, sufficient operational and administrative costs that can finance the activities are required.
● National and International laws include international commitments, and statutory laws that serve as basis of program implementation.
● Guidelines, Procedures, and Policies are organizational documents that lay down the operationalization details. Guidelines through DO and MC are designed to streamline processes. Procedures such as business process manual, manual of operations, and alike are intended to harmonize internal operation. Policies are formal, brief and high-level statement or plan produced and supported by senior management.
ii. These inputs are then used to execute the foundational activities, which are the proposed strategies in the recommendation part of the item IV. Summary of Results and Analysis, to wit:
● Strategy 1: Harmonization of existing related policies
● Strategy 2: Adoption and implementation of the policies in local level
● Strategy 3: Capacity Building
● Strategy 4: Effective communication
● Strategy 5: Balanced participation, strengthened capacity and well-coordinated stakeholders
● Strategy 6: Provision of robust infrastructure
● Strategy 7: Accountability and Transparency
iii. Once these foundational activities are executed as planned, it is expected to lead in the attainment of foundational outputs.
● Responsive Policies, Plans and Programs Formulated is the expected output of strategies 1 and 2. It shall also resolve the gaps on overlapping functions of government agencies mandated to implement the program, issues of unharmonized existing and pending policies. The one direction policy will help improve the implementation mechanism towards timely delivery of commitments.
● Capacity Building Activities Conducted is the expected output of strategies 3 and 4. Capacity building includes the dimensions of training, mentoring, and similar activities towards planning, management, operation and monitoring. Partnerships with right entities will increase capacities of LGUs in implementing the new processes and technologies. Meanwhile, effective communication will convey correct and timely information to the target clients and public; combating disinformation and fake news. Advocacy programs and awareness building are key approaches in improving quality of collaboration among stakeholders.
● Technical Assistance, Resource Augmentation and Monitoring Provided is the expected output of strategies 5, 6 and 7. The provision of technical assistance on policy and plan interpretation to LGUs are essential in ensuring effective implementation. Meanwhile, the provision of robust infrastructure through resource augmentation and increasing access to finance will encourage healthy and balanced private participation. On the other hand, increased accountability and transparency increase public interest. This is part of the effective monitoring activities that address challenges and restore the affected component on track. It increases standards and improve quality. For instance, the implementation of PUVMP and PMVIS has regulatory activities that require effective monitoring and public information.
iv. Upon achievement of the foundational outputs, it is expected that the foundational outcome: “Capacity of personnel to deliver quality technical assistance and services improved” is achieved. There are several ways to measure this outcome, but the easiest and most common is the conduct of client satisfaction survey. Personnel providing technical assistance will be rated by its recipient at the LGU level. On the other hand, the client – public transport operators, drivers, and passengers will be rating the services received.
b. Client-Focused Objectives
The client-focused objectives are set of measurable strategies that are geared towards the achievement of final outcome (project outcome) and are contributory to the achievement of societal outcome: “Improving the transport system and reduce the GHG emissions”. In most cases, these are beyond the control of the implementing organization but can be influenced through the achievement of organization-focused objectives.
i. Upon achievement of the foundational outcome, it is expected that the following influence activities are delivered:
● Policy support for the promotion of low carbon transport is the first component of the LCT Project. The strong policy-level implementation is one of the Project’s major approaches in promoting the low carbon transport. In this component, the development, enhancement, and enforcement of new and existing policies, regulations and standards, which support the use of EV and its supportive infrastructures are looked into. This is generally influenced by the achievement of foundational output 1: Responsive policies, plans and programs formulated.
● Awareness and institutional capacity development is the second component of the project. Advocacy program and awareness building are the expected approaches in the improving the quality of collaboration among stakeholders and public consumers. This is characterized by public fora, summits, use of social media, and campaigns to drive knowledge sharing. This is influenced by the achievement of foundational output 2: Capacity building activities and resources augmentation provided.
● Investment in low carbon transport systems is the third component of the project. Private sectors play essential role in the uptake of use of EV in the country. To increase private sectors’ participation, the project intends to provide technical assistance to LGUs, while ensuring a robust infrastructure and increased access to finance are well implemented. In addition, we see the need to show an increased accountability and transparency to the public. In this way, we will encourage a balanced participation in all aspects of the project. This is influenced by the achievement of foundational output 3: Technical assistance, resource augmentation, and monitoring provided.
ii. Once the influence activities are accomplished, the committed Major Outputs is seen to be achieved. These major outputs are the vehicle in achieving the final project outcome which are divided into two (2), to wit:
● Major Output 1: Effective enforcement of policies and implementation of low carbon programs will be achieved if influence activities 1 (policy support) and 2 (awareness and institutional capacity development) are accomplished. This major output is characterized by the effectiveness of policies and support provided; and the adoption and implementation to major cities of the country.
● Major Output 2: Increased private sector’s participation and investment in low carbon transport systems will be achieved after the accomplishment of influence activity 2 and 3 (investment in low carbon transport systems). This major output is characterized by increased private sector participation in the widespread deployment and commercialization of low carbon transport systems; and increased private sector investment in the said system.
iii. Upon achievement of major outputs, it is expected that the final outcome of the project is attained, “Creating an enabling environment for the commercialization of low carbon transport systems in the Philippines”. This final outcome is contributory to the societal outcome of improving the transport system and reduction of GHG emissions, as committed in different treaties, laws, and policies.
2. Action Plan Matrix
The action plan matrix referred below is the sequencing of major actions needed to implement the low carbon transport system project. This has reference on the identified recommended strategies (reflected on Part IV, recommendations of this document) with activities, responsible office, time frame and expected output. All identified strategies and activities are contributory in the achievement of final outcome: Creating an enabling environment for the commercialization of low carbon transport in the Philippines.
Societal Outcome: Improving the transport systems and reduce the GHG emissions
Final Outcome: Create an enabling environment for the commercialization of low carbon urban transport systems in the Philippines
Indicative activities are presented in the table below (Table 6: Indicative Action Plan Matrix) and will be updated from time to time. COVID-19 health and safety protocols should always be considered.
|STRATEGY||ACTIVITY||RESPONSIBLE OFFICE||TIME FRAME||EXPECTED OUTPUT|
|Final Outcome: Creating an enabling environment for the commercialization of low carbon transport in the Philippines|
|Harmonization of existing and pending related policies||Conduct of consultation dialogue with key government agencies.||Key Government Agencies||3 months||– Identified major players (government agencies) necessary to the implementation|
|Drafting of policy to identify functions and delineation of duties.||DOTr||– Issued a joint AO or EO that defines the roles and responsibilities of assigned agencies aligned to NEDA resolution # 5, s 2017, “National Transport Policy”.
– Created a High Level Steering Committee
|Workshops and seminars on comprehensive review and updating of related policies on low carbon transport||All stakeholders||1 year||– Developed criteria and indicators necessary in the comprehensive review and harmonization of policies|
|Finalization of harmonized policies, particularly on the registration and use of EVs||Secretariat||– Finalized and signed policies (DO and MC)|
|Review of pending legislative bills and lobby for the approval, particularly on Senate Bill No. 1382: Electric Vehicles and Charging Station Act||DOTr-UNDP LCT Program Management Unit (Secretariat)||– Passage of bills and endorsed to the Office of the President and certified urgent in nature.|
|Adoption and implementation of policies in local level||Conduct of workshops and seminars with pilot LGUs on strategic action planning and its approval||DOTr-UNDP LCT Program Management Unit (Secretariat)||3 months||– Approved local strategic action plan|
|Development of localized monitoring and evaluation system||DOTr, LGU||1 month||– Approved and implemented the monitoring and evaluation system periodically|
|Provision of technical assistance and resource augmentation to LGUs||DOTr||All throughout the project||– Provided technical assistance and resource augmentation based on the results of monitoring and on “as need arises” basis|
|Policy implementation||LGU||All throughout the project||– National policies adopted, localized and implemented in the LGU|
|Capacity building||Conduct of Training Needs Assessment||DOTr-UNDP LCT Program Management Unit (Secretariat)||1 month||– Identified trainings according to needs of the participants|
|Preparation of training design and modules||2 months||– Approved training modules|
|Preparation of technical assistance and resource augmentation plan||2 months||– Approved technical assistance plan|
|Preparation of training and technical assistance evaluation modules||1 month||– Approved evaluation modules|
|Conduct of proper/actual training and technical assistance||All throughout the project||– Conducted trainings and technical assistance based on approved timelines|
|Effective communication||Development of communication plan and crisis communication plan||DOTr-UNDP LCT Program Management Unit (Secretariat)||1 month||– Approved communication plan with identified messaging, audience, resources, strategies; and crisis communication plan to be implemented when the project will be in crisis|
|Production of information, education and campaign materials||1 month||– Conveyed correct and timely information to the target audience of the program|
|Use of media platforms as communication outlets||All throughout the project||– Communicated project information to the general public|
|Project Specific: Consultation meetings with the Automobile Association of the Philippines (AAP) and other similar groups on their compliance to Clean Air Act.||2 months||– Communicated correct information on the need to comply with the provisions and penalties of the law.|
|Balanced participation, strengthened capacity and well-coordinated stakeholders||Conduct of workshops and seminars with the key private partners and other interested parties||DOTr-UNDP LCT Program Management Unit (Secretariat)||1 month||– Increased private sector participation|
|Establishment of a private sector consortium||1 month||– Generated project partners to invest in the project
– Established boundaries of project implementation
– Resolved project jurisdiction issues
|Provision of technical assistance to private partners||All throughout the project||– Provided technical assistance and resource augmentation based on the results of monitoring and on “as need arises” basis|
– Provision of program loan
– Grant of incentives to domestic vehicle manufacturers
|– DBP, LBP
|Within prescribed timeline||– Approved loan to operators and drivers
– Provided incentives to manufacturers
|Provision of robust infrastructure||Establishment of a coordinating council on the maximization of existing and proposed infrastructure/facilities towards low carbon transport||DOTr-UNDP LCT Program Management Unit (Secretariat)||6 months||– Coordinated actions on the usage of existing infrastructure/facilities with due consideration the health and safety protocols installed.|
|Consultation workshops on proposed infrastructure/facility projects related to LCT||6 months||– Proposed projects with maximum benefits vis-à-vis project cost|
|Accountability and Transparency||Development of project monitoring and evaluation system incorporating the principles of accountability and transparency||DOTr-UNDP LCT Program Management Unit (Secretariat)||3 months||– Developed and implemented an effective monitoring and evaluation system|
|Development and establishment of National Information System on Low Carbon Transport Systems in the Philippines||6 months||– Established and operational national information system|
|Establishment of a monitoring and evaluation section/team within the DOTr-UNDP LCT Program Management Unit||3 month||– Competent staff|
|Conduct of period monitoring and evaluation||All throughout the project||– Comprehensive reports prepared periodically and used in the project implementation|
|Compliance to oversight government agencies on accountability and transparency||– 100% compliance to deliverables on accountability and transparency|