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.
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.
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.