The document discusses reflections on the Philippine Open Government Partnership (PH-OGP) process, highlighting the role of a steering committee that includes civil society representation and the importance of government-Civil Society Organization (CSO) collaboration. It emphasizes the opportunity for enhanced government initiatives on transparency and accountability, achieved through advocacy and support for reform champions within the government. Recommendations include establishing competitive mechanisms for local government commitments and forming thematic discussion groups for future commitments.

1. Reflections from the
PH-OGP Steering
Commi7ee/Secretariat
OGP CIVIL SOCIETY CONFERENCE

2. The OGP Process
- Process led by a steering commiAee with equal representaGon
of non-government actors
- Government secretariat is largely open to civil society acGve
involvement and seeks its support
- There is internaGonal pressure to respect civil society
independence, value parGcipaGon and replicate best pracGces
- It is an invited space (not a claimed space)

3. The Value of OGP
◦ Opportunity to iniGate or expand government iniGaGves on
transparency, parGcipaGon and accountability
◦ Given the role of DBM and high level involvement of some
cabinet secretaries, OGP iniGaGves become a higher
government priority (more aAenGon and more resources)
◦ Champions within government receipt the support
necessary to proceed with their reform iniGaGves and have
the opportunity to be exposed to internaGonal pracGce
◦ So far, it is not a mechanism to force government to do
something it does not want to do

4. What we’ve done
◦ Established a CSO secretariat for the PH-OGP Steering
CommiAee
◦ Co-organized with government 3 island-region wide
consultaGons on the 4th NaGonal OGP AcGon Plan
◦ Organized the elecGon of the next non-government
representaGves in the PH-OGP Steering CommiAee

5. What we’ve done
◦ Piloted and included a
provincial level OGP
commitment in the
acGon plan

6. What has been accomplished
◦ New administraGon pursued OGP and its many
iniGaGves (well, except for BuB L)
◦ Produced an OGP AcGon Plan with new
commitments resulGng from our acGviGes
◦ Shelter Assistance Program
◦ Open LegislaGon – Provincial Level

7. What we’ve learned
I. Leverage provided by OGP as an internaGonal
movement/network
◦ EffecGveness of coordinated advocacy efforts with
CSOs, government champions and other internaGonal
actors
II. Strategic value of OGP in introducing new
reform iniGaGves
◦ DBM/ Steering CommiAee as an acGve partner/
champion
◦ But this has not yet been maximized by CSOs

8. What we’ve learned
III. Policy advocacies of most CSOs do not fit
Gghtly within OGP parameters
◦ But OGP can be used as a mechanism to pave the
way for such policies
◦ This requires longer preparaGon and working closely
with proponent agencies
IV. OGP may provide incenGves for LGUs to
undertake governance innovaGons
◦ CSOs may take advantage of this opportunity for their
advocacies

9. Our recommendations
I. Work with Local Governments to establish a
compeGGve mechanism for the inclusion of
local government commitments
II. Establish themaGc discussion groups that will
work with government agencies to develop
sectoral OGP commitments for the next OGP
commitment
◦ Do technical work and ground work
◦ Take advantage of DBM partnership
◦ Need Gme for this