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Pöyry-IDP Consult, Inc. is among the premiere Philippine-based management consultancy firms with accumulated proficiencies in the fields of water supply and sanitation (WSS), environmental and urban development, municipal finance and financial management, institutional capacity building and governance. Having been originally incorporated in 1996 by senior local consultants steeped in water utility management and regulation, operations development, urban environmental systems, training and financial management, the firm was formally integrated with Pöyry Co. Ltd. of Finland last January 2008. As a direct result of this integration, the reformed Pöyry IDP Consult, Inc. has witnessed its impact on the water, sanitation and urban environment markets widen and deepen dramatically across Asian communities and developing regions.
As an integral component of the Pöyry Water and Environment Business Group, Pöyry IDP Consult benefits from its access to the informational, technological and manpower resources of Pöyrys organization comprising interregional networks of specialists, project managers and support professionals who have relevant experience in the major continents.
1. This enables Pöyry-IDP to employ at any given phase of the technical assistance (TA)/project cycle only the most qualified consultants to execute the contracted deliverables in a timely, efficient and sustainable manner.
2. The twinning of Pöyry and IDP Consult creates synergies in project management, which improve the ability of the firm to coordinate team inputs, output requirements and workplans, incorporate mechanisms for cost control, and facilitate monitoring and evaluation (M&E) to ensure the quality and precision of project progress vis-a-vis client demands.
3. Local project managers and directors are assigned by Pöyry IDP to guarantee the coherence of reporting requirements, project schedules and other contingencies, reinforce both company and client policies, and liaise with all project proponents. Project managers are also more capable of responding to localized concerns where or if they arise.
4. Latest advancements in information technology and exposure to modernized global systems allow Pöyry associations to involve innovative solutions to pervasive local/sectoral inefficiencies, where traditional interventions do not have lasting impacts or are proven to be ineffectual.
GLOBAL NETWORK UNIT: A CASE FOR POYRY IDP Consult, Inc.
Context: Managing Asia’s Development
Bullish growth in Asia reflects a confluence of developmental initiatives that readily capitalizes on the economic ebullience, resiliency, and restlessness of an increasingly urbane mass. Over the past 20 years, the rich tapestry of urban growth in Asia - particularly of less-developed countries - has seen the unrelenting conversion of environmental spaces and resources into town and city-infrastructure; stratified migratory patterns of low-income communes converging in high-traffic urban zones where opportunities for employment and, on the obverse, competition, are widespread; centers of governance, trade and service undergoing broad policy-based reforms to attain satisfactory levels of public sector accountability and sustainable development; and strategic industry initiatives that properly augur the expansion of private markets, cross-border trade, and societal welfare.
History dictates that corollary to Asia’s rapid emergence, the need for MANAGING DEVELOPMENT has never been greater. The devastation of Asian economies caused by the Asian currency and financial crisis in 1997 was rectified through a meticulous rethinking of appropriate fiscal and monetary policies, financial and corporate sector regulations, and proactive interregional trade. Successive environmental tragedies in equatorial Asia in the past 10 years, similarly, were abetted by a concerted demonstration of enabling action from different donor institutions, aid organizations, government and military quarters, as well as big business and citizens from across the globe. In the midst of ideological secessionism and countryside impoverishment in less developed nations, there has been social rehabilitation through community-based planning and proliferate small-scale enterprise; in the midst of macroeconomic downturns as a result of global slowdown, governments and developmental institutions have reacted by reenergizing their business and physical infrastructure, retooling further the competitive advantages of tertiary labor (services sector), and reinforcing monitoring/evaluation instruments as regards project interventions, policy implementation and doing business.
Preface to Pöyry IDP Consult
POYRY IDP CONSULT, operating in the Philippines, has been witness to the general economic expansion of countries gulfed along the Asia/Pacific rim. Primarily incorporated as a management consultant, the firm’s ambitious and astounding strides over the past decade has enabled it to become a relevant component to economic governance, and institutional strengthening programs conceived by foreign-funding agencies operating the Asian subregions. And within the larger context of the Pöyry Group, IDP Consult’s continued pursuit of excellence, client-orientedness and quality in its widening spectrum of work has created for Poyry a wholly viable business stream catering to lower- and intermediate-tier regional markets. Not only is this catalytic development fortifying Pöyry’s position against competitors, but this also recalibrates Pöyry’s business development strategies in line with small-scale industries, diverse community cum consumer groups, and burgeoning urban environments endemic to developing members of Asia.
Since its inception in 1997, IDP Consult and its core network of specialists in varied fields of finance, water, environmental planning, management, and capacity building have engaged in local and regional developmental assistance projects mainly filtered or programmed by international financing institutions such as the Asian Development Bank (ADB), the World Bank (WB), and Japan Bank for International Cooperation (JBIC). Up until 2004, IDP’s role for these projects had been to execute management contracts and minor associations: providing consultancy partner firms and implementing agencies with the necessary and missing expertise in certain specializations such as the financial and economic analysis of urban infrastructure projects, evaluation of private sector participation in public service utilities, the planning of training interventions, implementing of project management and coordination units, and strengthening policy-based programs for government and public sector institutions. In close coordination with project counterparts, funders and both public and private-led stakeholders, IDP consultants had in addition been responsible for the generation of sector information resources, financial modeling and the development of financial/cost management systems, feasibility and planning documents, and proposals for policy reform, regulation, and institutional health.
By 2005, as soon as IDP assumed its first lead role in an international project - fittingly, for a small towns water supply and sanitation project in Bangladesh - business opportunities of the firm saw a significant boost. The firm saw no less than 4 MAJOR projects per year, between 2005 and 2007, in which IDP was either lead firm or ranking associate. During this span, IDP’s specialization in developing institutional, technical and financial systems for water sector institutions and service providers deepened; moreover, IDP gained ground in TAs focusing on urban development and housing, sewerage planning, privatization, and environmental resources planning. IDP’s debut as an exclusive lead for an international assignment was also as causative as it was portentous to its newfound pro-activeness towards larger business development opportunities across Asia and the Pacific in general, and the Philippines, among more specific markets.