The Balanced Scorecard: Vigan City’s new development tool

Villa Fernandina de Vigan, TAGUIG CITY, PHILIPPINES. On August 2-4, 2010, Mayor Eva Marie S. Medina led the city government of Vigan on a three-day strategic planning workshop to craft its development plan for the next three years. Participants in the workshop came from different sectors—Sangguniang Panglunsod led by Vice Mayor Ryan Singson, departments of the city government, barangays, NGOs, NGAs, and the media. They were grouped by multi-sectoral representations. Professor Edel Guiza of the Asian Institute of Management was at the helm of the activity.
In the course of the planning session, four questions were addressed by the participants: What have we done? Where are we now? Where do we want to go? and How do we get there?
Of the first question, “What have we done?,” the participants went three years back to review what the city has accomplished in the six strategic themes it has set for itself in the 2007 strategic plan. Then, the city government envisioned itself to be a globally competitive world heritage city. For its mission, it committed itself to urban development anchored on heritage conservation, enhanced environmental management, academic excellence, economic independence, a tourist friendly city and intensified agricultural efficiency through the collaboration of an empowered people and its government. The groups analyzed the various programs and projects in a matrix under each strategic theme pursuant to the mission. They assessed the programs and commented on the reasons behind those that were not accomplished and what was needed to be done about them.
From an analysis of the past, the participants moved on to the present by answering the question, “Where are we now?” A list of priority concerns and issues was given to them for evaluation. Together they deliberated on the major development challenges that Vigan faces today vis-a-vis the development opportunities that Vigan can take advantage of to address them, the obstacles that would prevent Vigan from addressing them and the major stakeholders needed to be mobilized and be actively involved to address them. To tackle these challenges, one needed to know thyself and thy capacities. Thus, the group identified their strengths or where they are good at and the areas which they need to improve on.
Armed with the knowledge of their strengths to transcend their weaknesses and opportunities to overcome threats, the group was ready to answer the question, “Where do we want to go? “
Once again, the group had to go back in time as it prepared for the future. Revisiting the vision and mission of the city, they decided that the city needed a new vision/mission. Thus, “Vigan: a Habitable Heritage City of Choice” is the new vision and “To conserve our heritage and deliver effective services for improve quality of life” is the new mission statement. The group also came up with a new set of core values to guide our people. Biguenos must be Vigilant, Innovative, God-fearing, Accountable, and Nurturing, forming the acronym VIGAN.
To make Vigan a habitable city, six strategic themes were identified to guide the city in planning programs and projects for the next three years. The development plan must be anchored on heritage-based economic growth ( tourist friendly heritage city; productivity & profitability-agri-enterprises; employability & entrepreneurship) , safe & clean environment, proactive legislation, intensive local revenue generation, broadened participatory governance, and results-driven (transformed) government.
The first theme is towards the achievement of economic growth through programs aimed to reduce poverty incidence by 50% in 2013. However, the development programs must not veer away from conservation which essentially centers on the protection of our tangible and intangible heritage which give the defining character of our city.
For Vigan to be habitable, it must have a safe and clean environment for the residents and visitors alike. This entails not only the natural or physical environment but also public safety. Goals toward this end include the intensification of the practice of three R’s ( reduce, reuse and recycle ) in all barangays, reduce flooding and prevent coastal/soil erosion.
The need for a proactive legislation is deemed imperative and set as a third theme. The City Council needs to enact relevant quality ordinances in support of the development agenda of the city.
In the course of the planning session, the participants realized that the city has a sizeable amount of uncollected fees that will enable it to deliver more services to the people. Intensive revenue generation was therefore included as the fourth theme. Concerned departments and related groups are tasked to initiate projects that will enable the city to generate the target local income of P100M by 2013 from 63M today through a 100% collection of delinquent accounts and intensified revenue generation.
The core value of accountability is given substance in the fifth theme, broadened participatory governance. The people of Vigan can claim ownership of the plan having been represented by non-government organizations from various sectors. This is already manifested even in the last planning session and in the various activities held in the city where the people are represented by their organizations.
The sixth theme calls for a result based performance culture, the transformation of the bureaucracy, from being input-driven to results-driven. In simple terms, it translates public service into creating public value, producing results valued by the public, not just doing what is mandated but what is needed, expected and aspired for by the constituents/ stakeholders. It is going beyond traditional mindset, not just improving routine functions but coming up with new ideas and innovations, not just showing results but showing as well that the results produced are worth the costs.
The groups were then given a specific strategic theme to strategize and create a balanced score card. As a tool of strategic management, the balanced score card looks at various perspectives – customers, financial, internal processes, learning and growth.
Beginning with a strategy map, planners looked into the internal and external environment of the organization. They looked back at past achievements, looked at the present for baseline performances, looked forward to a target, looked up from the customer’s perspective, down to what can be done to learn and grow to meet the expectations of the stakeholders. To link the two ends, tangible assets such as finances, machinery, tools and equipment and intangible assets such as customer relationships, innovative products and services, high quality and responsive operating processes, information technology and data bases, and employee capabilities, skills and motivation are to be utilized. Having looked at all angles, links are established among the perspectives and strategic themes ensuring clarity in thinking and action.
With the strategic map converted into a balanced scorecard, the city has a tool for focused implementation. With strategies mapped out and plans laid down, the city government can assess whether it has achieved what it has set itself to do, analyze where it failed, why and who is accountable.
The city government has taken upon itself a great task, come up with a balanced scorecard to make Vigan a habitable heritage city of choice. The task, however, is not only up to the administration, but to the people as well.
Participants were Mayor Eva Marie S. Medina, Vice Mayor Ryan V. Singson, SPM Lourdes Baquiran, SPM George Villanueva, SPM Loreto Quibilan, SPM Audie Agdamag, SPM Henry Formoso, ABC Pres. John Patrick Singson, Mrs. Milagros Alquiza, Mrs, Irene Queppet, Mrs. Ma. Fatima Antonio, Engr. Cesar Asperilla, Mrs. Ma. Celerina Agcamaran. Mr. Victor Fieldad, Mrs. Susan Ancheta, Mr. Dante Hipolito, Dr. Loida Ranches, Mrs. Jennifer Beltran, Mr. Kenneth Victa, Mr. Glenn Concepcion, Mr. Jayson Avila, Mr. Edwin Remigio, Mr. Herminigildo Etrata, Dr. Liborio Arca, Mr. Edgar Dela Cruz, Mr. Elpidio Palapala, Ms. Raissa Villanueva, Mr. Harold dela Cruz, Mr. Edmund Ayco, Mrs. Krejielyn Asistin, Mr. Edred Piamonte, Mrs. Bernadette Afroilan, Mr. Bonifacio Corpuz, Ms. Emely Dalida, SPO4 Fernando Quebral, Mr. Andres Adriatico, Atty. Mhelgene Tesoro, P/Supt. Elpidio Nartatez, Mr. Federico Bitonio, Mr. Anselmo Aludino, Atty. Joel Marquez, Atty. Gerwin Rabang, FCI Floro Obrero, Mr. Heredio Bello Jr., , Mrs. Rufino Portugal, Barangay Captains Alejandro Atinaja, Antonio Arcellana, Leobardo Arrojo, Crispin Filarca and Alfredo Ablog, Mr. Amado Valdez, Ms. Remedios Alon, Mrs. Gilma Queyquep, Mr. Johnny Dela Cruz, Mr. Romulo Aninag, Ms. Deana Lyn Calvo, Ms. Estrel Morales, Mr. Maximo Alves, Ms. Caridad Arellano, Ms. Bernadette Relon, Archt. Arnold Anicas, Mr. Melanio Aquino. Dr. Antonio Agustin, Mr. Dennis Rivas, Mr. Bernardo Alcantara, Mr. Freddie Lazaro, Mr. Lito Javier, Mr. Robert Del Castiilo, Ms. Teresita Garrido, Mr. Ronnie Miguel Presto, Prof. Eric Zerrudo, Mrs. Geozita Guerrero, Mrs. Cara Daquep, Mrs. Jo-Anne Margarita Gutierrez, Ms. Rowena Agup, and Mr. Joemar Go.