The Performance Governance System (PGS) is a framework for the formulation and implementation of strategies aimed at governance reform capacities towards better service delivery. The system has been designed towards the achievement of breakthrough results while being consistently aligned with the institution’s strategic roadmap. The PGS has four stages:
GOAL SETTING. This involves the identification of objectives, strategies, and impact indicators towards the attainment of the institution’s vision.
ALIGNMENT. This involves the alignment of whole organization to its strategies. The alignment would include cascading of the strategies to the different units for implementation with development of scorecards or scoreboards for monitoring of progress, collaborating with external stakeholders through the multisectoral governance coalition, and creation of an Office for Strategy Management (OSM) to ensure the continuity of the institution’s roadmap.
EXECUTION. This involves a successful strategy execution. Under the guidance of the Office for Strategy Management (OSM), systems and processes will continuously be refined such that scorecards would evolve into inherent processes.
BREAKTHROUGH RESUTS. Good governance is integral in the organization resulting in breakthrough results. Furthermore, through the stages of the PGS, clear processes also evolved to ensure the sustainability of the framework.
Despite mounting challenges brought about by limited resources, Baguio General Hospital and Medical Center continues to strive to respond to the everchanging needs of the growing population that it serves. The introduction of the PGS has provided BGHMC with the tool towards the realization of its vision and mission. Hence, in March of 2018, under the flagship of Medical Center Chief Ricardo B. Runez Jr, the PGS core team was created composed of the Chief of Medical Professional Staff, Chief Nurse, Chief Administrative Officer, Budget Officer, Human Resources Head, Quality Assurance Officer, ISO head, and Computer Maintenance Technologist. The PGS team then participated in the PGS Module 1 activity conducted by the Philippine Heart Center during which the Basic Governance Documents were formulated. With these documents on hand, the management committee then officially decided to adopt the PGS in BGHMC. From then on, it has been a whirlwind of activities as BGHMC worked towards the initiation phase of PGS starting with the creation of the Office for Strategy Management headed by Dr. Gwyneth Dizon followed by the memorandum of agreement between the Institute of Solidarity Asia and BGHMC. This was followed by the strategic positioning and strategy formulation by the top level management and continued to a series of information dissemination of the hospital strategies to the different units of the institution.
Baguio General Hospital and Medical center envisions itself as the premier referral center of Northern Luzon that offers leading edge specialty services by 2022. This process entails 9 processes: Patient care, Training, Research, Linkages, Human Capital, Organizational Culture, Infrastructure and Equipment, Info Capital and Finance – the first 4 being the core processes and the remaining 5 as support processes.
The core processes directly translate to delivery of excellent health care services to patients defined as improved patient health outcomes through specialized care from a complete team of qualified personnel manning the multispecialty centers. Collaborative research, aimed at improving the local health systems and assisting the secondary hospitals in providing level 3 specialty services further drive BGHMC to attain its strategic goal.
Providing support for these are:
(a.) Ideal staffing pattern to ensure excellent service delivery to patients while assuring the well- being of the staff.
(b.) A culture of safe environment and positive client experience which is a responsibility given to each and everyone in the hospital to guarantee patients’ comfort and satisfaction with services received.
(c.) Fully functional green multispecialty centers with environmentally friendly infrastructures that can adequately accommodate the increasing number of patients and complete set of specialized equipment.
(d.) Use of technology to provide an easy and efficient access to management of personnel and patients’ individual database.
(e.) Financial stability through fiscal responsibility by ensuring availability of the Philhealth Benefit Packages to every patient and established Revenue Generating Measures to increase the hospital’s earnings.
The Office for Strategy Management (OSM) was created to work with the PGS core team in ensuring the continuity of BGHMC’s strategy roadmap. The OSM oversees the process from strategic formulation to strategic execution constantly monitoring that each unit is consistently aligned with the strategy to achieve maximum breakthrough goals.
As BGHMC’s strategic positioning was being established, the need for external stakeholders was recognized. The Multi-Sector Governance Council (MSGC) otherwise referred to as the BGHMC Governance Council would bring in additional inputs in the formulation of basic governance documents, fill in gaps to completely execute processes, provide guidance in the monitoring of the processes, and move with the institution for the sustainability and continuity of the transformation roadmap.
Baguio General Hospital and Medical Center has chosen to partner with 5 member of the Governance Council who represent various sectors of society who share BGHMC’s vision. They are as follows:
BENJAMIN B. MAGALONG
Honorable Mayor Magalong is Baguio born and bred and is a graduate of the premier training academy, the Philippine Military Academy. Thereafter, he has had a distinguished career in both the military and police service marked by numerous accomplishments and awards. He is man known for his uncompromising integrity and advocacy towards honesty, fairness, and truth.
RESOURCE PLANNING AND GENERATION COMMITTEE
MILAGROS A. RIMANDO
Dir. Rimando is currently the Director of the National Economic and Developmental Authority for the Cordillera Administrative Region (NEDA-CAR). She is a registered environmental planner and is the corporate secretary of the National Union of Career Executive Service Officers Board. Under her leadership, the NEDA office of Region 2 has been awarded the most outstanding NEDA office for 4 years.
MARILYN E. TALDO
Dir. Taldo is currently the Director of the Civil Service Commission of the Cordillera Administrative Region. She has more than 3 decades of decades of distinguished and dedicated service in the government particularly in the Civil Service Commission
NETWORKING AND ALLIANCE
MARIA VICTORIA A. BUGASTO
Ms. Bugasto is an advocate for cancer awareness who goes around the country initiating support groups and fora and coordinating with government and non-government agencies to address cancer related issues such as financial assistance, health insurance and even job discrimination.