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development academy of the philippinesPerformance Governance System Presenters:

ANTONIO D. KALAW, JR.President & Chief Executive Officer

and

MAGDALENA L. MENDOZASenior Vice-President for Programs

& PGS Focal Person

INITIATION REVALIDA

September 21, 2010 * Sofitel Plaza Hotel

I. Background on DAP

II. Initiating PGS at DAP

III. The DAP Charter Statement

IV. The DAP Strategy Map

V. Governance Scorecard

VI. Key Strategic Initiatives

VII. Early Gains Through PGS

VIII. Moving Forward

Presentation Outline

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SERVICES• Education / Training

• Policy/Action Research

• Consulting/Technical Assistance

• Publications

Roles and Mandate

THINK-TANK

(Change Catalyst)

Come up with new, pioneering, innovative, value adding ideas, approaches, and technologies

ROLES: Think-Tank, Capacity Builder, Partnership Builder

PARTNERSHIP BUILDER

(Process and Systems Integrator)

Forge working partnerships amongst them for developmental change

INSTITUTIONAL FOCUS AREAS: Governance and Productivity

CAPACITY BUILDER

Build the individual and institutional capacities of development actors (government,

private business, academe and civil society)

GOVERNANCE PRODUCTIVITYFocus Areas

Reduced PovertyImproved Quality of LifeOutcome

Goal

To capacitate & forge working partnerships between and among Public, Private, Civil Society & International Organizations & Individuals to adapt

and undertake value adding development, governance, & productivity approaches & technologies.

Objective

Service

Interventions

Relevance Framework

NATIONAL COMPETITIVENESS & DEVELOPMENT

Programs/Projects

Education & Training

Policy/Action Research

Technical Assistance Consulting

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BOARD OF TRUSTEES

OFFICE OF THE PRESIDENT

CORPORATE AFFAIRS SERVICES

PROGRAMS OPERATIONS

GROUP

REGIONAL OPERATIONS

GROUP

GRADUATE SCHOOL

SUPPORT OPERATIONS

GROUP

Programs Centers on:•Governance•Quality & Competitiveness•Knowledge Management•Sustainable Human Dev’t

Regional Outreach•Visayas•Mindanao

Masteral /Doctoral Programs on:•Public Management•Productivity and Quality Management

•HR Mgt and Dev’t•Finance and Admin•Asset Development and Management

DAP Structure

Financing

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• Executive Order 823

• July 2009 and March 2010 Memoranda from

the Executive Secretary and MCA Inter-

agency Task Force Chair

Background on the PGS

PGS-BSC as the approach in crafting the DAPStrategic Plan for 2011-onwards to:

• Promote strategic management and good governance

• Tighten link between strategy execution and performance measurement

• Use as tool for strategy deployment and communication to all stakeholders

Mandate

Initiating PGS

Vision Objectives Measures Targets

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Meeting of the Minds4 June 2010

Creation of TWG15 June 2010

Working Sessions16-23 June 2010

Cleaning-up SessionsJuly-Sept 2010

Stakeholder Consultations19 August 2010

Presentation to Management Committee16 Sept 2010

ISA Revalida21 Sept 2010

PGS Initiation Timeline

DAP 2030 VISION

CORE PURPOSE

CORE PHILOSOPHY CORE VALUES

DAP is recognized as among the renowned catalyst of

developmental change in the regions of Asia and the Far East

To help partners excel in serving others better by enabling the

institutionalization of cutting edge capacity building and developmental

solutions

• People as the most important

asset of the organization

• Customer-focus

• Integrity

• Professionalism

• Innovation

Charter Statement

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Pillars of Strength

Economic engine:

“Contribution

margin”

Resource engine:

Development

catalyst

Facilitating

transformational

change in

developing

institutions

To effect

positive change

in the lives of

others by going

the extra mile

with a smile

OUR PASSION

OUR ENGINEOUR TALENT

BASELINE 2010

BHAG* and Base Camps

* Big, Hairy, Audacious Goal

BHAG 2030

DAP is recognized as among the renowned catalysts of

developmental change in the regions of Asia and the Far East

BASE CAMP 2020

DAP is the premier catalyst of developmental change in

governance and productivity in the Philippines

BASE CAMP 2015

DAP is the leading catalyst of developmental change in

governance and productivity in the Philippines

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DAP Strategic Perspectives

PERSPECTIVE STRATEGIC QUESTIONS

RELEVANCEWhat positive developmental changes can DAP significantly contribute to the Philippines, and the Regions of Asia and the Far East?

FINANCIALHow do we ensure financial sustainability to support our developmental work/initiatives?

CUSTOMERHow do we want our customers to see us in relation to our BHAG?

PROCESSHow will DAP drive the attainment of its desired operational excellence?

PEOPLEHow can we attract, develop, motivate and retain the best in class talent?

VISION

DAP is recognized as among the renowned catalyst of developmental change in the regions of Asia and the Far East

CORE PURPOSE

TO HELP PARTNERS EXCEL IN SERVING OTHERS BETTER by enabling the institutionalization of cutting-edge capacity building and developmental solutions

CORE PHILOSOPHY

• People as the most important asset of the organization

• Customer-focus

CORE VALUES

• Integrity• Professionalism• Innovation

RE

LE

VA

NC

EF

INA

NC

IAL

CU

ST

OM

ER

PR

OC

ES

SP

EO

PL

E

Significantly contribute in effecting

developmental change

Achieve sustained viability

Deliver responsive and high quality

developmental solutions

Achieve operational excellence

Create an attractive

work environment

Continuously develop

competencies of people

The DAP Strategy MapVISION

DAP is recognized as among the renowned catalyst of developmental change in the regions of Asia and the Far East

CORE PURPOSE

TO HELP PARTNERS EXCEL IN SERVING OTHERS BETTER by enabling the institutionalization of cutting-edge capacity building and developmental solutions

CORE PHILOSOPHY

• People as the most important asset of the organization

• Customer-focus

CORE VALUES

• Integrity• Professionalism• Innovation

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The DAP Governance Scorecard

Perspective Objectives/MeasuresTARGETS

Initiatives2015 2020 2030

RELEVANCE

SIGNIFICANTLY CONTRIBUTE IN EFFECTING DEVELOPMENTAL CHANGE

Relevance Index 8.5 9 10 •Maintain development perspective in all programs

FINANCIAL

ACHIEVE FINANCIAL VIABILITY

Growth Rate of Non-traditional Revenues 15 20 25 •Cost-efficient and effective resource management program•Expansion of revenue from non-traditional sources

Net Income Ratio 10 15 20

Return on Assets 20 25 30

CUSTOMER

PREFERRED PROVIDER OF RESPONSIVE AND HIGH QUALITY DEVELOPMENTAL SOLUTIONS

Customer Satisfaction Index 8 9 10 •Customer and Partner Relationship Management Program

•DAP-Brand Marketing (local and international)

Share of Public Sector Education, Training & Consultancy Market

30 40 60

Presence in International E, T & C Market NA At least in 5 countries

At least in 15 countries

PROCESS

ACHIEVE OPERATIONAL EXCELLENCE

Compliance Index 8 9 10 •Benchmarking of service standards

•Process re-engineering and ICT-enabled operation

Number of Global Standards Achieved At least 2 3 5

PEOPLE

CONTINUOUSLY DEVELOP COMPETENCIES OF PEOPLE

Staff Productivity Index 7 8.5 10 •Strategic Human Resource Development Program

CREATE AN ATTRACTIVE WORK ENVIRONMENT

Employee Satisfaction Index 7 8.5 10 •Merit-based Rewards and Incentive Package Program