Breakthroughs & Transformations
Mission, Vision & Core Values The Institute for Solidarity in Asia (ISA) is a collaborative institution for public officials, sectoral leaders, and ordinary citizens committed to good governance in all aspects and levels of society. Our Vision By 2015, ISA shall be recognized as a leading public governance reform institute in East Asia.
Our Core Purpose ISA works with: • Public officials to institutionalize a governance system in partnership with multisectoral coalitions for the long-term development of their communities and institutions; • Public institutions to develop centers for leadership dedicated to the continuing training of citizens in the exercise of their civic duties and to serve the common good of society; and • Sectoral leaders to raise the standards of professional and ethical practice, as well as raise the level of social responsibility in their respective sectors;
Core Values
Patriotism • Subsidiarity • Service to the Common Good • Commitment • Competence
Our Tool
To promote our advocacy of good governance in the public and private sectors, ISA uses the Performance Governance System (PGS), a strategic management tool. Like the Filipino bayanihan model, the PGS enables an entire community to channel its energies, abilities and knowledge to pursuing one path towards long-term development. The PGS was adopted from the Balanced Scorecard (BSC), a revolutionary measurement and management system used in business and developed at the Harvard Business School. ISA pioneered the application of the BSC in Philippine public governance.
It all started with a dream To see nothing less than the progress of every Filipino and uplift every Filipino’s pride in our beloved country – this is every patriot’s dream. But we cannot fulfill this dream if we, as ordinary citizens, do not share the responsibility with our public officials for good governance in every sphere and at all levels of our society. This dream will remain elusive if our institutions are weak. When ISA began as a reform institute in 2004, we took on the challenge to develop good governance mechanisms in a democracy with weak governance institutions. From our store of knowledge and our network, we introduced the Performance Governance System (PGS). It was the development of this system that inspired ISA’s work. Our strategy was simple. We sought to be a partner of our City Mayors. We worked with them to install it in their respective cities. With our guidance, they crafted City Road Maps. They formed multisectoral coalitions, made up of leaders from various sectors of their city who would contribute to meeting the targets they have set. They sought buy-in and obtained commitments from sectoral leaders, who now take the City Road Maps as their very own. We also applied the PGS in various sectors of our national society which have been seeking for meaningful and tangible ways to contribute to the pursuit of the targets set in our Philippines 2030 National Road Map. Today, we are proud to say we have several cities, public institutions and sectors that have adopted the PGS. In this publication, we are presenting the tales of two cities with breakthrough results after installing the PGS: Iloilo City and the City of San Fernando, Pampanga. We are also sharing some of the testimonies we have received on the application of the PGS in cities, sectors and institutions. We also wish to give you a snapshot of our efforts to bring our good governance advocacy to the world stage. While we now see dramatic changes where the PGS has been implemented, we must continue to respond to the call of our times — for positive, far-reaching and radical change. There is still much to accomplish in our country, but with your unshaken faith in the Filipino and in God Almighty, we will finally realize our dream of having a just, peaceful and prosperous Filipino nation. We invite you to join us in ringing the bells for good governance and responsible citizenship.
JESUS P. ESTANISLAO Founding Chairman
Breakthrough
Results
85%
Increase in the City’s total gross income after the implementation of the PGS (P1.2 billion in 2008 vs. P825.3 million in 2005)
58%
Jump in the total capitalization of the manufacturing industry in the City after the PGS implementation (P3.97 billion in 2008 vs. P946.85 million in 2005)
322% Growth in the number of City Hall Committees with PrivatePublic Partnerships supported by an Executive Order (74 committees in 2008 vs. 23 committees before the PGS implementation in 2005)
12
Number of Business Process Outsourcing companies as of 2008 (vs. none before the implementation of PGS in 2005)
‘Business-friendly LGU’ The Iloilo City Government has provided tax incentives and holidays for investors and business permit processing has been streamlined; thus, making it easy and more convenient for us entrepreneurs to process and renew business permits and licenses. Through the PGS, Iloilo City has developed a very strong Public-Private Partnership which aided a lot in providing more employment for the majority of the population, resulting to a remarkable development in the livelihood and the economy of the city as a whole. Realtor Wilson G. Jesena, Jr. Consultant, Iloilo Realtors Board
EVERY YEAR for the past five years now, the women folk and young residents of Brgy. Salvacion Habog Habog in Molo, Iloilo City have been fashioning tens of thousands of ornate leis. In Balay Dalangpan, a non-profit organization, handicapped children make necklaces by hand. Residents of Brgy. San Rafael, Mandurriao are also busy creating costumes for mascot dolls. You could sense it’s that time of the year again when all Treñas said there were two breakthroughs that pushed this city in achieving the institutionalized mark, the revenue generation and public-private partnership (PPP). He said that efforts of city offices that were involved in finance paid off because from a mere budget of P400 million when he started in 2001, the city now has a budget of P1.2 billion.
Meantime, the city government acknowledged the participation of the private sector in various programs of the city, such as solid waste management, heritage conservation and festivals. “Almost every aspect of governance in the city has a private participation which cannot be found in other cities. I think we have to be proud Iloilo City,” he said. “This gives a mark of distinction for us city officials because these breakthroughs were made due to collective efforts. This award is not for me but for the whole city,” he added. “In so far as city resents are concerned this will show that governance is a shared responsibility,” he said. Treñas hoped that the award would make the city more attractive to investors because the participation of the private sector was always welcome.
Iloilo City joins
RP’s Billionaires’ Club According to a PGS Audit report this month, Iloilo City has “achieved an effective governance model for public-private partnership that compounds on a dynamic participatory process” with the different members of the community. These include the youth, religious community, urban poor, barangay and community officials. The PGS also commended the city’s “high regard for culture and heritage as affluent bases for socio-economic programs and initiative,” citing the annual celebration of the Dinagyang Festival and preservation of heritage houses. Since the city’s application of PGS methods in 2005, five more universities have started operating in
Members of the Multi-Sectoral Coalition for Iloilo City (MuSCIC)
Breakthrough
Results
6,471 Number of SEED scholars in 2008 after the PGS implementation (vs. 243 in 2005)
33
Number of schools offering ICT courses/subjects in 2008 after the PGS implementation (vs. 10 in 2005)
672% Increase in the amount of resources mobilized through Public-Private Partnership after the PGS was implemented (P147.89 million in 2008 vs. P19.15 million in 2005)
2 hours
Processing time for business permits in 2008 vs. two weeks before the PGS was implemented in 2005
City of San Fernando joins RP’s Billionaires’ Club Aspiring to be the nation’s “Global Gateway,” the city of San Fernando has steadily strived towards its goal through the methods prescribed by the PGS. One of the local government’s notable projects is the San Fernando River Rehabilitation Program, or the SAGIP ILOG Project, which aims to link economic development with the preservation and care of the water system.
Their processing of business permits also improved dramatically, from the two-week waiting time in 2005 to the two-hour wait in 2009. Other developments include an increase in the access to public education and the number of social service beneficiaries, and a decrease in the unemployment rate. City of San Fernando Pampanga Tools are created to facilitate the completion of various tasks. Management tools are designed so that an organization can be steered towards achieving its goals. The City of San Fernando decided to adopt a new management tool—the Public Governance System (PGS)—to pursue its objective of becoming the foremost business center and tourist destination and gateway to Northern Philippines.
tives and stakeholders to channel the entire community’s energies, abilities and special knowledge towards achieving long-term strategic goals. It calls for effective, sustained and systemic contributions from individuals for the common good of their organization or community. The PGS is an adaptation of the Balanced Scorecard (BSC), a revolutionary measurement and management system used in business and developed at the Harvard Business School. Due to its success, the BSC has been used in improving the governance of many public institutions worldwide. The Institute for Solidarity in Asia (ISA) has initiated the application of the BSC in Philippine public governance. The ISA is an independent, non-partisan, not for-profit institution that seeks to raise the standards of public governance through citizen’s participation. The PGS uses scorecards to monitor and track progress, mainly as a positive instrument to improve governance, cooperation and performance. The city mayor learned about the PGS when he attended the conference hosted by ISA in August 10, 2005. Two months later four city representatives were sent to an ISA-sponsored technical training in Makati City on October 2005.
The PGS is a management system that enables execu-
These representatives became the City Government’s PGS Technical Working Group. Then, on December 21, 2005, the scorecards and the city roadmap were crafted during a working session of dedicated departments. The distribution of responsibilities is what the PGS is all about. The city mayor has a clear set of responsibilities and a scorecard that measures his accomplishments. Apart from the mayor and city departments, the major sectors of the city also have their scorecards. Even the youth, the academe, the civic and professional organizations, business and media have their commitments and responsibilities to contribute toward the shared goals of the city. The scorecards measure their actual performance against their commitments. The governance of the city then becomes a common responsibility of all, with officials and
‘Progress after Pinatubo’ San Fernando, Pampanga’s remarkable progress after Mt. Pinatubo erupted in 1991 proved the city’s huge potential that attracts big investors to the city. We are truly honored to be able to contribute to the growth of the City through our development, WoodGrove Park, a high-end residential project. As part of our community development program which aims to give back to the people living in the communities we serve, our company has offered donations in kind, such as the coaster vehicle being used by the city for its operations. We hope that through community development projects like this, Landco and CWPI are able to continue supporting the objectives of San Fernando City. Alfred Xerez-Burgos III, President, Landco Pacific Corp. Dr. Leopoldo Lazatin, President, Central Weyland Properties, Inc.
Where has the road map led you? No more flip-flops Our Superintendents over the years have introduced changes in the PMA’s cadet training program, organizational structure and development, personnel administration, infrastructure and base development... Now guided by a road map, we have shifted from personality-driven “legacy” projects to institutionbuilding and enhancing initiatives and projects. The roadmap assures PMA’s continuity as a leadership school, an INSTITUTION that continues molding leaders for the nation. Gen. Leopoldo L. Maligalig, AFP (ret.) Former Superintendent Philippine Military Academy (PMA)
‘Guided by a clear compass’ With ISA’s support, we were able to chart our own journey as we were guided by its compass to formulate our City’s charter statement to be a world-class ‘University Town’ by 2020. The adoption of the PGS forged and drew strong support and commitment from the network of business, civil society and other sharcholders, which engineered Balanga’s road map.
“Learning to be more Mayor Jose Enrique S. Garcia III responsive, effective” City of Balanga, Bataan
‘Solidarity for the road map’ A significant milestone that the nursing profession has achieved is the creation of the Coordinating Body for Good Governance of the Nursing Profession, which has brought together 19 professional groups of nurses that have expressed solidarity support for the Nursing Roadmap as a program of transformation for the nursing profession. Dr. Carmencita M. Abaquin Chairperson, Board of Nursing
‘Collective, progressive vision’ To say that the PGS has been a success in Bani would be an understatement. It has galvanized all our sectors into working for a collective and progressive vision, which has eluded our town in the past. Everyone is excited about the prospects of Bani now that we can clearly see that the path to economic and social progress is not so daunting as previously assumed. Mayor Marcelo E. Navarro, Jr. Municipality of Bani, Pangasinan
What makes PGS tick?
‘Right tool at the right time’ The PGS came in at a critical juncture in Naga City’s efforts to institutionalize several innovations we launched in the nineties. It enabled us to finetune our existing vision-mission-goal statement, introduced and operationalized the concept of organizational alignment within the local bureaucracy and between our institutional partners, and systematized performance measurement using the balanced scorecard approach. Mayor Jesse M. Robredo Naga City
‘Showcase of opportunities’ The PGS Investment Forum allowed us to showcase the investment opportunities we can offer. We feel so blessed to be part of the PGS as it has opened a wide array of opportunities for Calbayog City and our people to follow a road map for progress and development. Mayor Mel Senen S. Sarmiento City of Calbayog, Samar
‘Our people deserve no less’ ‘More responsive, effective” Preparing the roadmap for the accountancy profession, specifically with the use of ISA’s Performance Governance System (PGS) methodology, has been a learning experience for the regulators and leaders of the profession. It has taught us how we can strategize to further strengthen the accountancy infrastructure and the entire profession to meet the challenges of the next 20-30 years and be more responsive and effective to the requirements of our stakeholders. Atty. Eugene T. Mateo Chairman, Board of Accountancy
The adoption of the PGS in Marikina City has ushered in a new a paradigm in our institution where targets and measures have become integral to our system of governance. The framework has further reinforced our belief that everything we do should have clear and specific targets and with measurable results. In effect, this gives us a more assured way of assessing our performance, leading to an accurate determination of the gaps that we have to work on in the future. The system is a radical departure from the conventional system of getting things done with a vague assessment of their impact. There is no doubt that our people will benefit from a process-oriented and prudently guided delivery of programs and services. People deserve no less than a clearer picture of the state of our city. Mayor Marides C. Fernando Marikina City
‘An effective governance tool’ The PGS, as a Philippine adaptation of the Balanced Scorecard, has proven to be an effective and popular strategic planning tool in Philippine cities at different levels of development and located in diverse areas of the country. The system may serve well in other countries, as well, with appropriate adjustments to local needs. “The Public Governance System: Building Dream Cities in the Philippines”, CIPE REFORM Case Study March 31, 2008
Bringing good governance to the world stage
Institute for Solidarity in Asia 9th Floor Philamlife Tower 8767 Paseo de Roxas Makati City 1200 Philippines Tel. Nos. (632) 886 3652 and 845 2867 Fax No. (632) 886 3652 www.isacenter.org
NATIONAL SOLIDARITY COVENANT Philippine society is in transition from its traditional political culture to a genuine democratic culture. We seek to hasten that transition. Philippine society labors under the weight of illegal, unethical, and immoral practices of both rich and poor in government, business, and civil society. We seek to end these practices. More than one out of three Filipinos are mired in poverty. We seek to eliminate poverty through honest and competent work. We are unfazed by the bleak picture many paint of the present. We trust in the creative energies of the human person. We trust in the common sense of the Filipino. We trust in the inherent power of goodness. We are ready to lead change, beginning with ourselves. We are ready to help others change, one by one. And we pledge to keep these commitments, while urging people to change — however long it may take, here, in the Philippines.