The journey started in 2012. The PHC-PGS pathway, adapted from the Department of Health Kalusugan Pangkalahatan Pathway has the following perspectives: Social Impact, People Empowerment, Internal Process, Organization, and Fund Resources. Specific objectives are attached to each perspective, and 26 measures under each objective were identified. Targets were set from 2012-2016 by the Executive Committee and the Office of Strategy Management tracks results.

The shift to the PGS strategy map is derived from the Strategic change agenda for government hospitals in the value chain as follows:

PHC then developed a Strategy Map initiated in March 2013 as shown in Figure 4, and rapid cascading in the different units followed. The institution had 2 breakthrough goals under which each of the scoreboards aligned. The Executive Committee laid down the 7- Strategic Initiatives (2012-2016) all of which were implemented by 2015, with full completion by Q1 2016.

Figure 4. PHC Strategy Map (2012-2021)

73 unit- scoreboards in all divisions in the Medical, Nursing, and Administrative Services were launched. Coaching Sessions with the PGS Core Team were done and Breakthrough results were monitored by the Office of Strategy Management. A Performance Management Team tracked individual strategic performance. It was then easy to align to the SPMS (Strategic Individual and Office Performance Report) requirement of the Civil Service. A 73-man Technical Working Group were trained as “Scoreboard keepers” and further cascading was done. By the end of the 2014, PHC already surpassed CY2016 target by 67.8%, with substantial attainment in the first year by 231%. For Client satisfaction, 58% of the hospital scoreboards were aligned under this breakthrough. Although there was initially a declining attainment of Client Satisfaction against a target of 90% (88.2% December 2014), increasing the targets in the unit scoreboards of Administrative Service were done, and Patient Satisfaction rating increased consistently in 2015 to the CY2016 target of 97% by January - June 2015.

There were PHC Balanced Scorecard (BSC) with 26 measures showed an overall attainment of Outstanding rating (CSC Outstanding = >130% Accomplishment) at the end of 2014 with an overall improvement in Social Impact. Surgical Cardiac Mortality Rate decreased from 4.0% to 2.7% and Hospital Infection rate decreased from 2.87% to 1.12 % by June 2015. PHC was again recognized with Gold Award by Accreditation Canada International in August 2014.

Figure 5. PHC Transformation Process 2011-2015

Table 3: PHC Balanced Scorecard Summary 2012-2015