With a strategy map laid out, and with three strategic themes of "innovation, internal efficiency, and impact and relevance" headlining the map, the Development Academy of the Philippines (DAP) proceeded to specify performance scorecards for each of the strategic priorities it included in the DAP strategy map. This is a critical step: It is by specifying commitments to undertake initiatives, to track progress by using pre-agreed measures, and to meet certain targets upon reaching concrete milestones on the way towards realizing the DAP 2030 Vision, that DAP moves from the realm of ideals and priorities into the realm of actions and delivering results.
Taking such a step enables DAP to bring the rubber down to meet the road. Under, the "people" perspective, DAP had set forth two strategic priorities. The first of these is to "create an attractive work environment" and to meet this strategic priority or objective, DAP commits to the following initiative, a "merit-based rewards and incentive package program." Such a program would need to be installed with a view to raising employee satisfaction. DAP's proposed measure of progress, therefore, is an employee satisfaction index. From its baseline in 2010, DAP has set the following targets for the different milestones up ahead: 7 in 2015, 8.5 in 2020, and finally 10 in 2030 (presumably the index runs from zero to 10).
DAP is now in process of determining the baseline and of putting flesh and more concrete substance to its merit and incentive program for DAP personnel, particularly those who can contribute the most to the strategic theme of "innovation." The second strategic priority or objective is to "continuously develop competencies of people." The imperative of this needs no further underscoring: This is crucial for DAP operations under the "innovation" theme. Thus, DAP proposes to launch the initiative, a "strategic human resource development program." This should aim at staff productivity and contribution to the strategic theme of "innovation." Thus, the measure of progress that DAP has set under this initiative is a staff productivity index. Again, this is being fleshed in as DAP determines where it is starting from in 2010. Obviously, DAP is targeting improvement in its staff productivity index.
For 2015, DAP commits to obtain a 7 score in the index (which presumably also runs from zero to ten). For 2020, this score should move up to 8.5, and by 2030, the index should be already at 10. The targets DAP has set for 2030 are ambitious. They send the signal that DAP means to become a haven for professionals, properly equipped with competencies to deliver the outcomes DAP promises to those national government agencies it shall be working with. Moreover, these professionals are committed to innovate and to introduce innovations into the systems, processes, and procedures of those agencies it serves and provides technical services to. The DAP strategy map clearly shows the value of headlining a strategic theme: it becomes a continuing reference for all the strategic priorities as well as those performance scorecards related to those strategic priorities.
They are a permanent reminder that there is a much bigger picture, beyond the immediate strategic priority and its related performance scorecards. In the case of the "people" perspective and the two strategic priorities under it, the innovation strategic theme provides the big picture that DAP should never lose sight of: It is an academy of innovative people, working for innovative processes and practices that speed up development of the country through the innovative government agencies operating in the Philippines.
