Organizational Transformation of a Public-Private Partnership: The Case of the Nueva Vizcaya Agricultural Terminal, Philippines

The Nueva Vizcaya Agricultural Terminal (NVAT), Philippines is a mixed capital public-private joint venture established in Nueva Vizcaya in 2004 to address problems such as lack of markets and keen market competition. This study aims to describe NVAT’s organizational transformation, determine key factors that drove its transformation, and assess its current performance. The research made use of key informant interviews (KIIs), focused group discussions (FGDs), direct observations, and secondary data from records and manuals. Results show that transformation was achieved through crucial changes in governance, structure, core processes, culture, and strategies. The key drivers of transformation were the growing demand for fresh fruits and vegetables, dedicated leadership, and collective goal for good governance, among others. Through a farmers’ empowerment strategy and improved trading activities, operations were improved significantly. There were concrete gains in terms of relevance, effectiveness, efficiency, profitability, diversity, and sustainability. An entrepreneurial culture which promotes creativity and innovation should, however, be fostered in the organization. It was also recommended that NVAT should develop a succession plan, implement a continuing training and education process, and put in place a monitoring and evaluation mechanism.