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6/23/2011
1
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
6/23/2011
4
• 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
6/23/2011
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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