Breakthroughs and Transformations Brochure

Breakthroughs & Transformations

Breakthroughs & Transformations

ISA brochure_final 0915.indd 1 9/15/09 1:36:13 PM

Vision, Purpose & Core ValuesThe Institute for Solidarity in Asia (ISA) is a collaborative institution of public officials, sectoral leaders, and ordinary citizens committed to good governance in all aspects and levels of society.

Our VisionBy 2015, we shall be recognized as a leading public governance reform institute in East Asia.

Our Core PurposeWe work with:

• public officials to institutionalize a governance system in partnership with multi-sectoral 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.

Our Tool To promote our public governance advocacy, we use the Performance Governance System (PGS), a strategic management tool that 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 in the Harvard Business School. We pioneered the application of the BSC in Philippine public governance.

Patriotism • Subsidiarity • Service to the Common Good • Commitment • Competence

Our Core Values


It all started with a dreamAfter two decades under a dictatorship, the Philippines finally became a democracy in 1986. The call for governance reforms in the public and private sectors rose as impatience built up over the inability

of open, democratic processes to work effectively and quickly for the genuine development of our people.

In the immediate wake of People Power II, it became clear that governance reforms had to be on top of the national agenda. At that time, corporate governance reforms were already underway. Governance in the public sector, on the other hand, posed significantly more challenges.

The Institute for Solidarity in Asia (ISA) was established in December 2000 to answer the exhortation and act concretely on the rhetoric for good public governance. We promoted systemic and comprehensive reforms at the national level and served as a knowledge base for such reforms in East Asia.

With more than half of the population living in cities, we saw the strategic importance of local governance. Thus in 2004, we introduced the Performance Governance System (PGS) to a pioneer group of eight cities. Our strategy was simple. We sought to be a partner of our City Mayors. We worked with them to install the PGS in their respective cities. With our guidance, they crafted City Road Maps. They formed multi-sectoral coalitions, made up of leaders from various sectors of their city who would contribute to meeting the targets they have set. With private citizens, they started implementing their development strategy, tracking it regularly, and measuring the city’s performance using scorecards.

Today, we are proud to say we have several cities, national public institutions and sectoral associations that have adopted the PGS. In this publication, we are

presenting the tales of two cities with breakthrough results: Iloilo City and the City of San Fernando, Pampanga. We are also sharing some of the testimonies we have received as well as give you a snapshot of our efforts to bring our 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 the 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. ESTANISLAOFounding Chairman and President


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)

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)

Breakthrough Results

85%

58%

Growth in the number of City Hall Committees with Private-Public Partnerships supported by an Executive Order (74 committees in 2008 vs. 23 committees before the PGS implementation in 2005)

322%

Number of Business Process Outsourcing companies as of 2008 (vs. none before the implementation of PGS in 2005)

12The 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

‘Business-friendly LGU’


Iloilo City joins RP’s Billionaires’ Club

‘Business-friendly LGU’

DECEMBER is more than a season of giving and merry-making in Iloilo City. It is the time of the year when residents get caught up in the frenzy of preparing for the deluge of visitors to the annual Dinagyang Festival.

For many, Dinagyang is not just the chance to enjoy spectacular performances, magnificent pageantry, splashes of color, and vibrant music. It is also a time for cleaning up the City and putting the Ilonggos’ best foot forward. In recent years, it has also become an opportunity for the local government and various sectors to showcase how Iloilo City has progressed by practicing good governance.

While the Philippine archipelago is dotted with many festivals, what makes the Dinagyang unique is the active engagement of various

In fact, this strong public-private partnership (PPP) is the City’s secret recipe for attaining the Institutionalized status in the Performance Governance System (PGS). It is also one of the reasons Iloilo City now ranks among very few cash-rich cities outside Metro Manila that are part of the “Billionaires’ Club.” Since the City’s application of PGS methods in 2005, its gross income has grown by 85% to P1.2 billion in 2008.

Besides having the numbers to show, Iloilo City’s dynamic participatory governance process is also evident in heritage conservation efforts, solid waste management, housing and urban development, environment-friendly infrastructure planning, and education infrastructure. Indeed, Iloilo City is a runaway model for effective PPP and a solid testament to what shared governance responsibility can do to make a difference.

sectors and its impact on local economic development.From sidewalk vendors and street hawkers to the restaurants and big hotels. From the mascot makers to the womenfolk who fashion the Dinagyang necklaces with their hands. From the schools to the city barangays and other municipalities in Panay island. All help make the Dinagyang worthy of being hailed as the country’s premier festival.

This multi-sectoral partnership is just a microcosm of how things are done in Iloilo City. Almost every aspect of governance here involves both the public and private sectors that having a shared responsibility in governance has become more than a box ticking exercise but a way of life.


City of San Fernando puts people on top

Processing time for business permits in 2008 vs. two weeks before the PGS was implemented in 2005

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)

Breakthrough Results

2 hours

672%

Number of schools offering ICT courses/subjects in 2008 after the PGS implementation (vs. 10 in 2005)

33

Number of SEED scholars in 2008 after the PGS implementation (vs. 243 in 2005)

6,471THE mere mention of the City of San Fernando, Pampanga used to conjure up images of giant Christmas lanterns, lahar and cured meat. Nowadays, however, the City aspiring to be the nation’s “Global Gateway” is making headlines for a different reason.

The City Hall, for one, runs like one efficient business center. Getting a Mayor’s permit takes only two hours. All processes are guided the City’s Business One-Stop Shop

(BOSS) program, which adheres to ISO 9001:2000 quality standards.


City of San Fernando puts people on top

In 2005, our company entered into a contract with the City Government for the construction of a new slaughterhouse under a Build, Operate and Transfer arrangement... In the course of our negotiations, I was immensely impressed and struck by the Mayor’s no-nonsense style of leadership. He made sure that we do everything right by talking to us in very clear terms that he will not tolerate dishonesty or any illegal act. As an investor, we are so lucky to have stricken gold in San Fernando City!

Darwin G. Sayoc Managing Director Philippine Abattoir Development Corp.

‘Doing everything right’

The City has adopted business-friendly policies and this underlies its improved revenue performance in the past four years since it adopted the Performance Governance System (PGS).

Due to its dramatic breakthroughs in the fiscal front, San Fernando was not only able to lessen its dependency on Internal Revenue Allotment, it has also substantially boosted its social investments. Its Special Education Fund grew by 178% to P78 million in 2008 from just P28 million before the PGS was implemented. Fund proceeds have gone to providing greater access to public education, particularly the innovative integrated schools.

To get a greater grip of San Fernando’s transformation, one only has to look at the newly launched SAGIP ILOG Project. The P700-million project to rehabilitate the San Fernando River has been deemed politically controversial as it involves the demolition of major structures to give way to a world-class river

park. However, the City’s strong resolve and political will to save its waterways and protect the environment are setting a good example for other local government units to follow.

The key to the City’s success could be attributed to one word: institutionalization. A Multi-Sectoral Governance Council (MSGC) enables the City to elude partisan politics and build a consensus among the public and private sectors on publicly funded programs and projects.

“Every affair by the City government is also headed by the private sector,” says Mayor Oscar Rodriguez.

The City has also created the Office for Strategy Management to make sure the appreciation of the PGS trickles down to the last single employee of City Hall.

There is also the Local Executive Development Advisory Coordinating Council (LEDACC) that refers to the same PGS strategy in making decisions on budget appropriations.

These breakthrough initiatives enabled the City of San Fernando to attain the PGS-Institutionalized status and inch closer towards its long-term aspiration to become a “Habitat for Human Excellence” by 2030.


“Learning to be more responsive, effective”

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 institution-building 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)

No more flip-flops

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 stakeholders, which engineered Balanga’s road map.

Mayor Jose Enrique S. Garcia IIICity of Balanga, Bataan

‘Guided by a clear compass’

Where has the road map led you?

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. AbaquinChairperson, Board of Nursing

‘Solidarity for the road map’


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

‘Collective, progressive vision’

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. FernandoMarikina City

‘Our people deserve no less’

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 fine-tune 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.

Mayor Jesse M. RobredoNaga City

‘Right tool at the right time’

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. SarmientoCity of Calbayog, Samar

‘Showcase of opportunities’What makes thePGS tick?

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. MateoChairman, Board of Accountancy

‘More responsive, effective”


Bringing governance to the world stageThe 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 StudyMarch 31, 2008

‘An effective governance tool’


Institute for Solidarity in Asia9th Floor Philamlife Tower8767 Paseo de RoxasMakati City 1200 PhilippinesTel. Nos. (632) 886 3652 and 845 2867Fax No. (632) 886 3652www.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.


Breakthroughs and Transformations Brochure

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