LONDON – Balanga City took an international limelight as it received on March 21 the Balanced Scorecard Hall of Fame for Executing StrategyTM, a prestigious citation for organizations that have produced meaningful change.
In the case of Balanga City, change came in the form of good governance through the application of Performance Governance System (PGS) and Balanced Scorecard. PGS is a guiding principle that bolsters participatory governance and output-based leadership, while Balanced Scorecard was devised by Drs. Robert Kaplan and David Norton as a management standard.
With the hall of fame award, Balanga City can be a benchmark for institutions from around the world, especially those aspiring to create positive impact.
With its unprecedented success in the implementation of PGS, Balanga merited an entry in the 2017 search for Balanced Scorecard Hall of Fame for Executing StrategyTM.
Representatives of the city council, the Office of Strategy Management, and PGS Core Team accompanied Rep. Jose Enrique S. Garcia III in London to receive the said honor. After the awarding ceremonies, Balanga’s delegates stayed in London to attend talks about the Balanced Scorecard management technique.
Together with the Philippine Navy, Balanga City outdid aspirants from all over the globe. However, it was not the first government unit in the Philippines to receive the hall of fame for executing strategy. In 2010, Iloilo City and San Fernando City of Pampanga was included in the said hall of fame. In 2016, San Fernando City, La Union was also honored.
Auditors from the Palladium Group, a body that promotes the use of Balanced Scorecard, came to Balanga City on January 23 for the actual audit. The said auditing took three days, as the auditors scrutinized Balanga City on various areas.
The Palladium Group sent Hilary Kevin and Brendan Batanghari to audit Balanga City.
The results of the auditing were overwhelming. Out of 10 standards of strategy execution, Balanga City received six marks of ‘best practice’.
Among all of Balanga’s best practice, the auditors admired how the city government involved the grassroots community in the attainment of its vision. Also, they applauded the city government’s efforts in cascading the reformation strategies to all civil servants through the Office of Strategy Management.
Looking Forward to a Bright Future
The results of the auditing also revealed the lessons that Balanga could impart in terms of good governance.
Kevin and Batanghari said that all local government units should encourage participatory governance. Also, government bodies should formulate attainable goals and devise an effective method of reporting – as shown by Balanga’s practice of setting a bi-annual Pinaka-Importanteng Gawain (Wildly Important Goals) and a monthly revalida (public reporting).
Most of all, a government body should ensure that the peripheral communities are empowered. Balanga perfected this thrust through the Multi-Sectoral Governance Coalition (MSGC), an alliance of representatives from various community groups. The said representatives work together to aid the city government in the attainment of its vision. Arli Joshua B. Atienza