DEPARTMENT OF PUBLIC WORKS AND HIGHWAYS

FY 2023-2028
DPWH PGS STRATPLAN AND
OPCR WORKSHOP
Luzon Cluster
(May 19, 2023)
DEPARTMENT OF PUBLIC WORKS AND HIGHWAYS

RAUL C. ASIS
DPWH-PGS Subject-Matter Expert
Former DPWH Undersecretary
Outline of Presentation

I. History of the DPWH-PGS

II. Crafting of the New DPWH-PGS Strategic Plan
III. PGS Integration with other DPWH Systems
Part I | History of the DPWH-PGS
 5
History of PGS in the Philippine Government

❑ In December 2008, the Millennium Challenge

Corporation (MCC), an independent foreign assistance
agency of the US government, reselected the Philippines
as compact eligible for 2009 (beneficiary of the
development grants).

❑ To be able to sign a Compact Agreement, the Philippines

should meet the MCC eligibility criteria in the areas of
commitment to just and democratic governance,
investing in people, and economic freedom.

Reference: MCC Official Website (www.mcc.gov)

 6
History of PGS in the Philippine Government

❑ EO No. 823, s. 2009 directed agencies of the government to provide full support
for key Process Improvement Projects (PIPs) in order to achieve compact
status as prescribed by the MCC.

❑ The key PIPs served as the Philippine’s concrete roadmaps towards compliance
with MCC’s eligibility requirements, most importantly in the control and
eradication of corruption in government bureaucracy.

❑ Nine (9) PIPs were identified, one of which is “Subjecting several key government
agencies and half of the cabinet to the Balanced Scorecard Rating system”.

Reference: Executive Order 823, s. 2009 (https://www.officialgazette.gov.ph/2009/07/28/executive-order-no-823-s-

 7
History of PGS in the Philippine Government

❑ Spearheaded by the Philippine MCC

Inter-Agency Task Force, with
Institute for Solidarity in Asia (ISA) and
the Development Academy of the
Philippines (DAP) as co-champions.

❑ Installed in six (6) pilot government

agencies – DPWH, DepEd, DOH,
DOTC, BIR and PNP.
 8
History of DPWH-PGS
❑ The Department created the DPWH Committee on Performance Governance
System (PGS), the Philippine adaptation of the Balanced Score Card (BSC),
through Special Order No. 105 dated 12 August 2009, which was further
reconstituted in 2013.
 9

BSC PGS
✔ Balanced Score Card ✔ Performance Governance System
✔ Originally developed by Dr. Robert ✔ Local adaptation of the BSC
Kaplan and Dr. David Norton of the ✔ Connects strategy formulation with
Harvard University Business School strategy execution with a view
✔ Performance measurement towards achieving breakthrough
framework that added non-financial results
performance measures to traditional
financial metrics to give executives a
more balanced view of organizational
performance.
 10
The Balanced Financial

Scorecard by Drs. “To succeed financially, how

Kaplan & Norton*

should we appear to our
shareholders?”

Internal Business
Customer Processes
Vision
“To achieve our vision, how and “To satisfy our shareholders
should we appear to our and customers, what
customers?”
Strategy
business processes must we
excel at?”

Learning and Growth

“To achieve our vision, how

will we sustain our ability to
change and improve?”
*Harvard Business School
PGS 4-stage Pathway 11
DPWH-PGS Journey 12
DPWH-PGS Journey 13

Initiation Compliance Proficiency Institutionalization

September September November
2009 2011 2017
Hierarchy of DPWH Goals and Commitments 14

Department StratPlan
(PGS)

Bureaus/ Services/ UPMO Oplan Regional Offices Operational Oplan

(OPCR) (OPCR)

Division Oplan Division Oplan Division Oplan District Engineering Office Oplan
(DPCR) (DPCR) (DPCR) (DPCR)

Individual Individual Individual Individual Individual Individual

Commitments Commitments Commitments Commitments Commitments Commitments
(IPCR) (IPCR) (IPCR) (IPCR) (IPCR) (IPCR)
DPWH-PGS Strategy Map 15

2010 - 2016 2017 - 2022 2023 - 2028

Social Impact Outcomes Outcomes

External Stakeholders Outputs Outputs
Processes Core Processes Core Processes
People Support Processes Support Processes
Resource Stewardship
Part II | Crafting of the New
DPWH-PGS Strategic Plan
Strategic Planning Process (DO 262, s. 2022) 17
Crafting of New DPWH-PGS Strategic Plan 18

Strategy Refresh Sessions

Session 1 – March 14, 2023
Session 2 – March 21, 2023
The Bayleaf Hotel, Intramuros, Manila

Agenda:
1. Review and enhance medium-term strategic
objectives and performance commitments/targets
2. Deliberate proposed strategic measures related to
outcomes, outputs, core and support processes

Attended by:
• PGS Core Team
• PGS Secretariat
• Key Officials and Representatives from
Bureaus/Services/UPMO
PGS Strategy Refresh Session 1
March 14, 2023
PGS Strategy Refresh Session 2
March 21, 2023
Crafting of New DPWH-PGS Strategic Plan 21

Institutional Assessment
Revision of the DPWH Vision (Charter Statement)

From
“By 2030, DPWH is an effective and efficient government agency, improving
the life of every Filipino through quality infrastructure.”

To
“By 2040, DPWH is an excellent government agency,
enabling a comfortable lifestyle for Filipinos through safe,
reliable and resilient infrastructure.”
 22

INFRAgenda 2028
True to its mission and vision as the infrastructure arm of
the Philippine government, INFRAgenda manifests the
Department and its workers’ dedication in pushing forward
the Build, Better, More agenda of the current
administration.
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Part III | PGS Integration with
other DPWH Systems
PGS Alignment Framework 30

AmBisyon
Natin 2040
Societal
Goals
Philippine 8-Point
Development Socioeconomic
Plan Agenda

Change Agenda (aligned with Vision)

QMS DPWH Core Programs and Functions

SPMS Office Operations Plan (SPMS)

PBB ARTA Incentive System (PBB and ARTA)

Network of DPWH Systems 31

PGS SPMS

Are offices
Can these
Are there and Are there
Quality Are these Does Citizen
Does DPWH monitoring individuals incentives to
Objectives measures Satisfaction
have Quality tools for aware and monitor/
be standardized drive the
Objectives? impartial accountable measure the
organically (process)? objectives?
validation? of the objectives?
measured?
measures?

QMS ARTA PBB

Evidence of PGS-SPMS Harmonization 32
Evidence of PGS-SPMS Harmonization 33
PGS 2017-2022 Policy Cycle 34

PGS SPMS
Performance-Based Bonus (PBB) 35
PBB Evaluation 36
PBB Evaluation 37
PBB Evaluation 38
Alignment of PBB Scoring System and PGS Measure 39

PBB Criteria and Conditions Related PGS Measures

• Asset Preservation Program – Measures C7, D8, E9
• Network Development Program – Measures A1, B2,
Performance Results (25%)
B3, B4, B5, B6
- Congress approved performance targets
• Bridge Program – Measure A1, H13
and Budget and Financial Accountability
• Flood Management Program – Measures F11, G12
Reports (BFARs)
Measures J16, K17, K18, L19, L20, L21 – applicable to
all DPWH Programs

Process Results (25%)

Measures N23, O24, O25 and P26
- Internal and external transactions

Financial Results (25%)

Measure S29
- Disbursement Budget Utilization Rate (BUR)
Citizen/Client Satisfaction Results (25%)
- Complaints resolution and satisfaction Measures O24 and O25
survey
 40

40
Independent Validating Systems 41

PBB Criteria and Conditions

Performance Results (25%)
- Congress approved
performance targets and
Budget and Financial
Accountability Reports (BFARs)
Process Results (25%)
- Internal and external
transactions
Financial Results (25%)
- Disbursement Budget
Utilization Rate (BUR)
Citizen/Client Satisfaction
Results (25%)
- Complaints resolution and
satisfaction survey
Complaints
Public Survey
Resolution
Independent Validating Systems 42

PBB Criteria and Conditions

Performance Results (25%)
- Congress approved
performance targets and
Budget and Financial
Accountability Reports (BFARs)
Process Results (25%)
- Internal and external
transactions
Financial Results (25%)
- Disbursement Budget
Utilization Rate (BUR)
Citizen/Client Satisfaction
Results (25%)
- Complaints resolution and
satisfaction survey

QMS ARTA
PBB Evaluation 43

43
END OF PRESENTATION