29th Governance Boot Camp: Basic Class

upcoming new event 2023

Welcome to the 29th Governance Boot Camp: Basic Class organized by the Institute for Solidarity in Asia (ISA)!

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OVERVIEW

About ISA and the PGS

The Institute for Solidarity in Asia (ISA) is a non-stock, non-profit, and non-partisan organization that envisions a Dream Philippines where every government institution delivers, and every citizen participates and prospers. ISA has worked closely with handpicked national government agencies (NGAs), local government units (LGUs), hospitals, schools, and professional associations in hopes of achieving socio-economic breakthroughs by collaboration. ISA was founded in 2001 by former Finance and Economic Planning Minister Jesus Estanislao (now Chairman Emeritus). The institution is currently led by Francisco F. Del Rosario Jr. (Chairman), Evaristo S. Francisco, Jr. (Chief Executive Officer), and Christian Zaens (Executive Director).

ISA introduced the Performance Governance System (PGS) to contribute to national progress by teaching government institutions, hospitals, schools, and professional associations how to create, execute, monitor, and sustain effective development plans. Today, ISA continues to develop the PGS as a framework that can address a wide variety of challenges and deliver breakthrough results. These outcomes can be achieved across a four-stage pathway – Initiation, Compliance, Proficiency, and Institutionalization – and measured against the institution’s targets. Once an organization has completed the program, it is declared an “Island of Good Governance.”

About the Boot Camp (Basic Class)

The Public Governance Forum is ISA’s recognition program, where partner institutions showcase their progress and milestones along the PGS pathway. This program gives us insight into the growth of our public organizations in providing quality service to the Filipino people.

Modules

Module One: Building our Dream Philippines

ISA envisions a Dream Philippines where every public institution delivers and every citizen thrives. To build our Dream Philippines, ISA believes that the propagation of good governance in the public sector is the key to attaining genuine transformation and substantial progress in our country.
To build our Dream Philippines, ISA believes in transforming the public sector. In this module, you will learn why good governance is essential to development and what your role is as a public servant in nation-building.

Objectives

At the end of this module, you will be able to:
1. Understand why good governance is the key to development
2. Recognize the PGS as an effective tool for good governance
3. Evaluate your role in nation-building

PGS Elements

1. Basic Governance Documents
2. Office for Strategy Management
3. Multi-Sector Governance Council
4. Governance Culture
5. Governance Sharing
6. Breakthrough Results

Module Two: Strategy Fundamentals

Execution begins with a well-crafted strategy. In this module, you will learn what strategy is and isn’t based on the writings of the world’s thought leaders on the topic. Armed with the proper understanding, you can then aim for a breakthrough and go beyond business as usual.

Objectives

At the end of this module, you will be able to:
1. Differentiate operational effectiveness from strategic positioning
2. Identify the core components of designing a strategy
3. Create a strategy map using the concepts presented in the module

PGS Elements

1. Basic Governance Documents
2. Breakthrough Goals

Module Three: Disciplined Execution

How do you translate the good intentions embodied in your plan into palpable results that benefit your constituents? This module introduces you to core principles and evidence-based mechanisms proven to address the barriers to successful strategy implementation.

Objectives

At the end of this module, you will be able to:
1. Identify how the different disciplines of execution can be applied to any organizational setting:
2. Utilize a cascading tool effectively by tailor-fitting it to your organization:
3. Analyze the importance of getting everyone in the organization on board with the strategy implementation

PGS Elements

1. Office for Strategy Management
2. Cascading Framework
3. Strategic Performance Assessment

Module Four: Beyond Cascading

Objectives

PGS Elements

1. Office for Strategy Management
2. Cascading Framework
3. Strategic Performance Assessment

Module Five: PGS Movers

The success of a system heavily depends on the people who run it. The PGS requires a group of dedicated individuals with a genuine desire to contribute to making things in their organizations run more smoothly and effectively. In this module, you will hear the stories of PGS practitioners who are part of the Office for Strategy Management (OSM), the PGS Core Team, and the Multi-Sector Governance Council (MSGC), and learn how to organize and manage the relationships of these three key players to achieve breakthroughs.

Objectives

At the end of this module, you will be able to:
1. Gather best practices in forming and managing the Office for Strategy Management (OSM), Core Team, and Multi-Sector Governance Council (MSGC)
2. Identify critical success factors in engaging the key players of the PGS
3. Propose solutions to their challenges in implementing the PGS through the key players

PGS Elements

1. Office for Strategy Management
2. PGS Core Team
3. Multi-Sector Governance Council
4. Governance Sharing

Program and Schedule

Day 0

(March 12)

Time	Event
03:00 pm onwards*	Claiming of Delegate Kits
05:30 pm to 05:40 pm	Preliminaries
05:40 pm to 06:00 pm	Keynote Message
06:00 pm to 06:30 pm	Networking Activity
06:30 pm to 07:30 pm	Dinner
07:30 pm to 07:50 pm	Program Overview and Expectation Setting
07:50 pm to 08:00 pm	Closing Remarks

Day 1

(March 13)

Time	Event
08:00 am to 08:45 am	Registration
08:45 am to 09:00 am	Preliminaries
09:00 am to 10:00 am	Grouping Activity
10:00 am to 11:00 am	Boot Camp Primer & Quiz Bee
11:00 am to 12:00 pm	Building Our Dream Philippines
12:00 pm to 01:15 pm	Lunch
01:15 pm to 04:30 pm	Strategy Fundamentals
04:30 pm to 05:00 pm	Group Processing

Day 2

(March 14)

Time	Event
08:45 am to 09:00 am	Group Huddle
09:00 am to 09:30 am	Linkages
09:30 am to 12:00 pm	Disciplined Execution
12:00 pm to 01:30 pm	Lunch and Class Photo
01:30 pm to 04:30 pm	Beyond Cascading & Simulation
04:30 pm to 05:30 pm	Group Processing
06:30 pm to 08:30 pm	Solidarity Night

Day 3

(March 15)

Time	Event
08:00 am to 08:45 am	Check-out
08:45 am to 09:00 am	Group Huddle
09:00 am to 09:30 am	Linkages
09:30 am to 12:00 pm	PGS Movers: Panel Discussion
12:00 pm to 01:00 pm	Lunch
01:00 pm to 01:30 pm	Group Processing
01:30 pm to 02:30 pm	Closing Ceremony

Event Speakers

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PGS Movers

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Co-Host

Governor's Message

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Strategy Playbook: Unleashing the Potential of Public Institutions

Two decades of trailblazing work have gone into building and evolving the Performance Governance System (PGS) into an empowering framework for public governance. This Strategy Playbook represents the experiences of countless public institutions in the Philippines, all striving to harness the power of the PGS to deliver breakthrough results.

SURVEY & Faqs

All delegates are required to wear smart casual attire. A class photo will be taken during the second day of the Basic Class. The theme for each day is as follows:

Day 1: Organization shirt
Day 2: ISA Shirt (Blue) Solidarity Night: Floral outfit/accessories
Day 3: Any pastel-colored top

For Woman

Here’s a list of clothing we encourage everyone to wear:

Short or long-sleeved blouse or sweater

Short or long-sleeved dress

Dark-wash denim jeans or jeggings

Chinos, dress pants, or slacks

Dark-wash denim or pencil skirt

Ballet flats, loafers, oxfords, or low-to-mid-heel shoes

For Men

Here’s a list of clothing we encourage everyone to wear:

Short or long-sleeved button-down shirt or sweater
Dark-wash denim jeans
Chinos, dress pants, or slacks
Loafers, oxfords, or dress shoes

Glossary

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Baseline – Part of the Governance Scorecard, usually gathered from the year the scorecard was crafted. These figures provide a basis for target-setting.
Basic Governance Documents – A well-formulated strategy map, governance scorecard are all anchored on strategic positioning.
Breakthrough Results – High-level success indicator that quantifies an organization’s transformation; breakthrough results are mission-related, can be influenced by the organization, and truly shows the transformation the organization is trying to achieve.
Cascading – Alignment of the lower-level unit to the organizational strategy.
CFR Mechanisms – Pertains to the Conversation, Feedback, and Recognition mechanisms that the organization uses to execute and monitor the progress of its strategy.
Charter Statement – Document containing the vision, mission, and core values of the organization.
Compliance – The second stage of the PGS Pathway. The hallmark of the Compliance stage is the cascading of the strategy to the employees who will be responsible for implementing the strategy, the establishment of the OSM, and the formation of the MSGC.
Core Process Perspective – A perspective in the Strategy Map and Enterprise Scorecard that identifies key objectives in relation to the value chain of an organization.
Driver Objective – A strategic objective that will clarify how an organization will implement the strategy and govern the direction of the organization.
Enterprise Scorecard – The Governance Scorecard of the head of an organization (e.g., Mayor’s Scorecard or the Secretary’s Scorecard).

Evaluation – The systematic and objective assessment of progress towards the achievement of outcomes.
Execution Plan – One of the cascading and initiative monitoring tools that determine monthly deliverables for the execution team.
Getting the Buy-in of Top Leadership – Attaining and sustaining the commitment of the top leadership in operationalizing the strategy to lower-level units.
Governance Culture Program – Embedding a culture of good governance through cultivating the values of integrity, fairness, transparency, and accountability.
Governance Scorecard – A performance monitoring tool used to track the progress of each objective in the strategy.
Governance Sharing – Sharing the good governance advocacy to internal and external stakeholders.
Harmonizing the PGS – Aligning the PGS with existing government-mandated systems and frameworks (i.e., the Strategic Performance Management System, Performance-Based Bonuses).
Initiation – The first stage of the PGS Pathway, the hallmark of the Initiation Stage, is a well-crafted strategy created in consultation with internal and external stakeholders.
Initiative (See “Strategic Initiative”)
Initiative Matrix – Ensures the alignment of the measures and objectives; must impact the movement of scores and achievement of objectives.

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Initiative Profile – Document that contains the initiatives, timeline, budget source, persons-in-charge, and Governance Scorecard measures affected.
Institutionalization – The fourth and final stage of the PGS Pathway; the hallmarks of the Institutionalization stage are the presence of breakthrough results and the culture of governance.
Local Economic Development – A participatory process that encourages and facilitates partnership between local stakeholders (public and private), enabling the joint design and implementation of strategies with the final aim of creating decent jobs and sustainable economic activities (Ganzanelli, 2001)
Measure – Part of the Governance Scorecard; a precise indicator of success under a certain objective.
Measure Profile – Document that contains the details of the Balanced Scorecard measures, indicating the reason for choosing the measure, how to calculate for the data, source/s of data, etc.
Monitoring – The systematic collection, analysis, and use of information to indicate the progress in the achievement of results.
Multi-Sector Governance Council (MSGC) – Also called the Multi-Sector Governance Coalition. Formalized group of key stakeholders who advise the organization on its strategy and implement their initiatives.
Objective (See “Strategic Objective”)
Office for Strategy Management (OSM) – This unit is responsible for strategy development, scorecard management, initiative management, planning and budgeting, organization alignment, and feeding inputs to and gathering insight from the leadership team, the PGS Core Team, the MSGC, and other units in the organization.
Organization Capital – Organizational systems and processes that facilitate the achievement of the strategy.

Performance Governance System (PGS) – A holistic and collaborative framework for formulating, executing, managing, and sustaining roadmaps to reform. Also known as PGS.
Perspective – Part of the Governance Scorecard; a point of view from which performance can be gauged, building the strategy on the perspectives of the constituency, process, learning and growth, and finance creates balance.
PGS Core Team – A group of champions in the organization that provides support to the OSM. Also known as the Technical Working Group or TWG.
Proficiency – The third stage of the PGS Pathway; the hallmark of the Proficiency Stage is the successful execution of the strategy, helmed by the OSM, validated by Third-Party Auditors.
Revalida – An organization’s public presentation to a specially-convened panel of PGS and governance practitioners and experts; after undergoing a Revalida, an organization may be conferred to a higher stage of the PGS Pathway.
Scoreboard – A cascading tool used to track process improvement.
Scorecard Design – Designing performance scorecards or scoreboards for strategic departments and units to secure their performance commitments for the strategy map.
Scorecard Management – Ensuring that all measures in the enterprise scorecard are operational and that initiatives are accounted for. The process of scorecard tracking and management is made efficient with the use of technology.
Strategic Communication – A comprehensive communication plan that generates awareness and understanding of the strategy and demonstrates the projected image change that the organization wishes to pursue to external stakeholders.
Strategic Deliverables – A list of yearly outputs identified by an organization as an essential part of attaining the strategic position.

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Strategic Initiatives – Activities, programs, or projects that help close the performance gap between the current and desired performance, not “business-as-usual” undertakings.
Strategic Goal — High-level success indicator quantifies an organization’s transformation; These goals are mission-related, can be influenced by the organization, and truly show the transformation the organization is trying to achieve. Also called a breakthrough goal.
Strategic Objective – Statement of what the strategy must achieve and what is critical to its success. (See “Driver Objective”).
Strategic Position – A chosen niche or focus for the strategy. At the national level, this means leveling up its delivery of service and at the local government units, a strategy driven by a local economic development framework.
Strategic Performance Assessment – Discipline of accountability marked by regular and effective monitoring and evaluation within the organization.
Strategic Unit – Units that directly contribute to the targets of the enterprise strategy.
Strategy – An integrated set of choices that positions an organization to achieve higher targets over a period of time.
Strategy Design/Formulation – Developing the envisioned change or transformation, core values, mission, vision, measurable outcomes, as well as indicators measured by the enterprise scorecard.
Strategy Execution – Implementation of the strategy through strategic initiatives.
Strategy Sustainability – Continuity and consistency of the organization’s performance.
Strategy Map – Framework that indicates the organization’s objectives and goals given its mission and vision.

Strategy Review – Activity that instills the discipline of regular monitoring, reporting, and assessing the organization’s performance in the strategy in relation to the set deliverables and target. Strategy review can be done quarterly or monthly.
Support Process Perspective – A perspective under the Strategy Map and Enterprise Scorecard that identifies key objectives that pertain to the transformation that must be made in Human Resources, Infrastructure (and/or Equipment), Information and Communications Technology, Organization Culture, and Finance.
Target – Indicates the level of performance or deliverable that the organization or unit must achieve in a particular year, month, or a span of 6 months.
Values – What the organization stands for; core ideologies; the foundation of the identity of the organization.
Value Chain – Sequence and configuration of primary activities enable the organization to deliver value to its constituents.
Vision – Big, audacious goals; the “destination” of the organization that is linked to its chosen strategic position.
Vision Aligned Circles – Project teams composed of 5-10 regular employees that are tasked to implement strategic initiatives under a particular objective.
Vision Year – The year that marks the attainment of the vision.

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 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 to 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.

Reach Us

Event Venue

Event Venue:

Hue Hotels and Resorts Puerto Princesa Managed by HII

Address:

Puerto Princesa City in the Palawan Region

Contact info:

Dana Juridico | [email protected] |
+ 632 886-3652
Guia Luistro | [email protected] |
Rennica Torres | [email protected] |

Facebook and Instagram: isacenterph Website: isacenter.org Email: [email protected]

Amenities

Contact us

Our Email:

Dana Juridico | [email protected]

Guia Luistro | [email protected]

Rennica Torres | [email protected]

[email protected]

Our phone number:

632 886-3652

Facebook and Instagram:

isacenterph

Our Website:

isacenter

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upcoming new event 2023