PERFORMANCE GOVERNANCE SYSTEM
The Performance Governance System (PGS) is a holistic and collaborative framework for designing and executing roadmaps for long-term reform.
This is achieved by embedding essential elements across a governnance pathway composed of four stages: Initiation, Compliance, Proficiency, and Institutionalization.
HALLMARKS OF THE FOUR STAGE PATHWAY
- Initiation Stage (Design)
The first stage focuses on designing basic governance documents composed of the strategic deliverables (or roadmaps), a strategy map, and an enterprise scorecard anchored on a compelling strategic positioning. - Compliance Stage (Execute)
The hallmark of the 2nd stage is the presence of emerging breakthrough results.
Evidence: Establishment of an Office for Strategy and Quality Management (OSQM), creation of the Multi-Sector Consultative Council (MSCC), and cascading the strategy to all units and personnel. - Proficiency Stage (Monitor)
The PGS Proficiency Stage also centers on the presence of emerging breakthrough results but with emphasis on attaining these results through the support of a fully-functional Office of Strategy Management (OSM).
Evidence: Early wins in level deliverables and regular performance assessments. - Institutionalization Stage (Sustain)
The main characteristics of the 4th stage is the presence of breakthrough results.
Evidences:
- The organization has a robust governance culture guiding the entire organization.
- The organization is an advocate of good governance and serve as a model for other organizations seeking strategic reform and progress.
9 GOVERNANCE ELEMENTS
Phase I - Strategy Design
- Basic Governance Documents
The organization's strategic position, a strategy map, a set of yearly deliverables (or roadmaps), and a governance scorecard.
Phase II - Strategy Execution
- PGS Core Team
Champions of the strategy within the different operational units. - Cascading Framework
Aligning every unit and personnel to the strategy - Office for Strategy Management (OSQM at EAMC)
A unit created purposively to oversee strategy execution - Strategic Performance Assessment
Creating a discipline of accountability with regular and effective strategy and operations reviews
Phase III - Sustainability
- Multi-sector Governance Council (MSCC at EAMC)
Formalizing the participation of key external stakeholders to the strategy - Governance Culture
Creating a culture of good governance - Governance Sharing
Sharing the good governance advocacy internally and externally
Phase IV - Breakthrough
- Validated Breakthrough Results
Attained strategic goals with impact to stakeholders
EAMC STRATEGY MAP
It shows a logical, cause-and-effect connection between and among the impact, strategic position, core and support processes of EAMC.
PGS ORGANIZATIONAL STRUCTURE
PGS CORE TEAM
Alfonso G. Nuñez III, MD, FPCS, MMHoA
Allan Troy D. Baquir, MD, FPCS, MMHoA, MPA
Filomena I. Juguilon, RN, MAN
Jose C. Calixtro, MPA
Marietta M. Cruz, CPA
Pilar Victoria Garcia-De La Rosa, MD, MBA-H
Maria Nerissa A. De Leon, MD, FPPS, FPAPP, MM(HoA)
Secretariat: Office for Strategy and Quality Management
MULTI-SECTORAL CONSULTATIVE COUNCIL
Chairman: Teodoro "Ted" Herbosa, MD, FPCS, FPSGS, FPCEM
Vice Chair: Maria Linda G. Buhat, RN, Ed. D.
Members:
Usec. Renato U. Solidum, Jr., PhD
Paulyn Jean B. Rosell-Ubial, MD, MPH, CESO II
Hon. Ma. Josefina "Joy" Belmonte
Dir. Noel Salumbides
Mr. Earl Jason R. Vistro
Secretary: Mary Ann Losañez, MHM (Candidate)
Secretariat: OSQM
