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Additional perspectives on personal scorecards




Dr. Jesus P. Estanislao

Dr. Jesus P. Estanislao

One strategic priority I had put forward to form part of our national transformation roadmap is the expansion of the number of institutions and enterprises that would actively promote the use of personal scorecards as an integral component of their own good governance programs. After all, all good governance ultimately starts with good personal governance: every individual within a transforming enterprise or institution needs to be turned into its ultimate governance asset.

Dr. Fred Pascual, current CEO of the Institute of Corporate Directors, has the following specific points to add: “We can expand the number of these institutions, not necessarily by having to create new ones, but by roping in those already in existence and geared to influencing minds.” He then further specifies: “Top on my list are universities, colleges, and other educational institutions. We can start with the schools offering MBA and other professional masters as well as other executive development programs. These are the institutions that equip future and current managers with knowledge and skills needed to be effective managers and professionals in their enterprise. We could reach out to these schools and their faculty, and get them to promote PERSONAL SCORECARDS among their students and program participants through their curricula.”

Dr. Pascual does not limit himself to education institutions, for he adds,

“Other types of institutions we can tap are businesses and socio-civic organizations. We can field speakers to their regular membership meetings and/or special seminars. Included here are chambers of commerce, management and other professional organisations, service clubs (e.g., Rotary, etc.).”

Dr. Pascual’s ideas complement those of Dr. Fontanilla, who focused more on primary and secondary schools. These ideas also echo the proposals made by Gen. Manny Bautista, who called for the involvement and participation of as many groups as possible, including the civic organisations that Dr. Pascual speaks of.

Ms. Ida Tiongson, ICD trustee, suggests that we should “target the chairperson or (major) decision makers of the enterprise. She also suggests maintaining “good relations with regulators and making them understand the importance and benefits of good governance (such that) they would issue stricter laws (or rules and regulations) “for institutions (and the individuals who work in them) to follow.” Like the other contributors, Ida indicates the importance “not just of schools but also of their students” using personal scorecards.

Noel Barreceros of the PNP “considers it important to promote Personal Scorecards among the 195,000 PNP personnel, and the following institutions the PNP is closely working with:

  • Through the National Advisory Councils for Police Transformation and Development at the national, regional, provincial, city, and municipal levels.
  • The partners of the PNP in the criminal justice system such as the courts, judiciary, corrections and other law enforcement agencies.
  • Local government units at all levels (down to the barangay) and the Armed Forces of the Philippines.
  • The Peace and Order Councils, which are multi-sectoral in character.

In this light, the institutionalisation of the Police Transformation Program, with full effect down to the individual police person should be considered a top national strategic priority.


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