Performance Governance System (PGS)
1. About PGS
The Performance Governance System (PGS) is based on the performance management system that uses the “balanced scorecard” technology. Through the PGS, the organization gets closer to attaining its vision through the efficient execution of its strategies that leads to results. Instead of measuring and monitoring only the organizational output, the PGS, will more importantly measure the impact of the programs, projects, and activities of IPOPHL to its employees, customers, stakeholders, the Philippine government, and the country.
WHAT ARE THE STAGES OF THE PGS?
The PGS is divided into 4 stages: Initiation, Compliance, Proficiency, and Institutionalization.
The Initiation Stage focuses on the setting of the overall direction of the organization including its strategies, outcomes, and key success indicators. In this stage, the organization goes through defining its value chain, performs environmental scanning, identifies its inefficiencies and vulnerabilities to corruption, and think of ways to improve IPOPHL’s governance system to give breakthrough results to its stakeholders.
The Compliance Stage focuses on the alignment of IPOPHL’s resources to its strategies. IPOPHL’s enterprise scorecard will be cascaded to the different levels of the organization. In addition, IPOPHL shall create a Multi-Sector Governance Coalition composed of internal and external stakeholders who will be part of the governance process, formally integrate the role and responsibilities of the Office of Strategy Management (OSM) with the Policy, Planning, and Management Division (PPMD), and craft a communication plan.
Both the Proficiency and Institutionalization Stages focus on assessing the readiness of IPOPHL to undergo the Proficiency Evaluation Process, which involves a third party audit and impact assessment.
Here, IPOPHL’s systems and processes, which were established, refined, and streamlined during the first two stages of the PGS will be assessed if these correspond to the PGS elements. An assessment of the results of the enterprise scorecard will also be conducted as well as the impact of IPOPHL’s programs, projects, and activities to the different levels of society.
IPOPHL shall undergo a “revalida” at the end of each stage. The revalida is a public presentation to a chosen panel group where it will be determined whether IPOPHL has complied with the PGS elements and passed the stage.
WHY DO WE NEED TO ADOPT THE PGS?
The PGS shall pave the way for IPOPHL to be a fully developed into a strategy-focused organization and instill a culture of governance that focuses on attaining tangible results beneficial to its stakeholders. It shall help us make efficient use of our resources as it ensures that programs, projects, and activities are aligned to the strategy. The PGS shall also provide a platform to involve our stakeholders in the attainment of our vision and goals.
The PGS guides organizations to create, execute, and sustain effective development plans. It touches on application of best practices, ideas, and solutions to respond to an environment that is constantly changing.
It also helps us analyze our environment so we could use our strengths and overcome our weaknesses to take advantage of our opportunities and counteract the threats to our success. It makes the strategies everyone’s job as each one has a role in implementing these.
2. Strategy Map
The strategy map shows the logical framework and the mutually reinforcing relationship between and among our breakthrough goals, the core processes, and the organizational and financial support. On the financial perspective, we are ensuring that budgetary and funding support are given to our organizational and core processes. Expanding field operations in strategic locations, upgrading ICT capabilities, and capacitating and sustaining strategic units will support the core processes of 1) providing a mechanism for academe-industry partnerships, 2) linking the trademark and business name application processes and 3) establishing a platform for international patent search and preliminary examination.
Mainstreaming IP in national development programs through a whole-of-government approach is the main lever in delivering the breakthrough goals. The mainstreaming will involve the creation of an inter-agency committee where relevant government agencies such as the Department of Trade and Industry, Department of Science and Technology, Commission on Higher Education, Department of Education, and National Economic Development Authority, among others are members and headed by an IP czar. An IP czar should ideally be holding a cabinet level position to ensure commitment of the top leadership of government and full cooperation and engagement from all relevant government agencies as partners in implementing the National IP Strategy (NIPS).
3. What has IPOPHL done under the PGS stages?
IPOPHL started its journey in August 2015. A Technical Working Group (TWG) was formed composed of members of the Executive Committee and representatives from the bureaus. Planning workshops were conducted to revisit strategies and craft new ones that are consistent with our vision. The goals should satisfy four (4) parameters:
• Within IPOPHL’s control to deliver;
• Directly linked to IPOPHL’s mandate;
• Can level up the entire IPOPHL in a stretched manner; &
• Have quantifiable values (measurable).
The goals should also focus on one (1) of the three (3) areas of the vision: impact (on economy and stakeholders), effect (an IP-conscious Philippines), and system (IP system).
From these workshops, IPOPHL’s eight (8) strategic goals were narrowed down to two (2) and supported by nine (9) core and support objectives.
Breakthrough Goal #1:
Intensify the utilization of the IP system by the HEIs and MSMEs to promote innovation and competitiveness.
Breakthrough Goal #2:
Entrench the Philippine patent regime into the global IP ecosystem.
The crafting of IPOPHL’s Strategy Map, Scorecard, and Execution Plans for each initiative completes IPOPHL’s work during the Initiation Stage of the PGS. IPOPHL, represented by its new Director General, Atty. Josephine R. Santiago, presented these at the Revalida during the Public Governance Forum at the PICC on October 20, 2015 and was awarded the Silver Trailblazer Award for passing the first stage.
For the Compliance Stage, IPOPHL monitored and ensured the implementation of its initiatives. It created the Office for Strategy Management (OSM) and linked its functions with that of the Planning Office. The OSM is mainly responsible for overseeing, monitoring, evaluating, and managing the execution of cross-functional processes related to governance and strategy management in order to ensure the successful implementation of the strategic plan of IPOPHL. Its functions include the following: scorecard and initiative management; strategy development, alignment, and review; strategy communication; operational planning and budgeting; and provision of secretariat services to the Multi-Sectoral Governance Council (MSGC).
The latter is another requirement under the second stage. So in June 2016, IPOPHL established the Advisory Council for Intellectual Property (ACIP) composed of stakeholders representing different sectors. The ACIP acts as an adviser to IPOPHL on programs on IP that may affect the stakeholders and the public. The ACIP will also assist in implementing the organization’s programs and projects to achieve its breakthrough goals. The ACIP is composed of the following:
Chair: Hon. Fortunatodela Peña
Secretary of Science and Technology
Co-Chair: Atty. Susan Villanueva
Member of the academic community and IP practitioner
Members: Hon. Carlos Bernardo Abad Santos
Director for Governance Staff
National Economic and Development Authority
Ms. Doris Magsaysay-Ho
President and Chief Executive Officer
Magsaysay Group of Companies
Mr. Leo Martinez
Film Academy of the Philippines
Hon. Jesus Lorenzo Mateo
Assistant Secretary for Governance and Operations
Department of Education
Ms. Maria Ressa
Chief Executive Officer
Ms. Matec Villanueva
Chief Executive Officer
Ms. Myla Villanueva
Founder of MDi and WolfPac
Co-Founder of Microwarehouse
Managing Director of Novare Technologies
Asia President of Global Telecoms Women’s Network
Hon. Carmelita Yadao-Sison
Director IV of Legal and Legislative Service
Commission on Higher Education
In the execution of its role under the OSM, the Planning Office ensured that the activities and projects and its corresponding performance indicators are all aligned with IPOPHL’s Strategy Map. One (1) way was to communicate the strategy to everybody in the organization. The Planning Office conducted three (3) cascading sessions for employees:
- For Management Committee on November 4, 2015 and January 20, 2016; and
- For All Employees on May 11, 2016.
IPOPHL presented its strategies to the DTI Management during the visit of former Secretary Adrian Cristobal Jr. on January 6, 2016 and to its stakeholders at the 5th IP Summit on October 26, 2015.
Management-planning workshops were held in January and August 2016 for the development of plans and activities in relation with the strategy map as well as monitoring and review of targets.
In June 10, 2016, IPOPHL’s Director General presented these activities and our progress towards reaching our goals and objectives in the Revalida for the Compliance Stage during the Public Governance Forum at the Bayanihan Center. Yet again, IPOPHL received a Silver Trailblazer Award for passing the second stage of the PGS.
4. Contact Details