MANILA, Philippines — The “finance” perspective has four strategic priorities, for which the Board has specified the corresponding measures, targets, and initiatives. They are presented below:

a) A critical mass of Institute of Corporate Directors (ICD) members (Fellows, Associates, and others):

The measure: “number of ICD-trained members” – 5,000 by 2020 (from a base of 2,000).

The strategic initiatives: “Draw up and activate a system to classify/stratify members;” and “embark on an aggressive membership campaign.”

b) A network of donors:

The measure: “percent of donations coming from a list of regular donors” – 75%.

The strategic initiative: “Formulate and institutionalize a recognition and reward system for loyal and committed donors and sponsors.”

c) New revenue streams:

1st measure: Percent of revenues that are self-generated – 75%.

2nd measure: Innovation rate, i.e. percent of total revenue from new revenue streams – 30%.

The strategic initiatives: “Organize a research and development team led by an ICD Fellow;” “formulate and execute a market development program for the Asian market;” “develop capabilities of consultant Fellows to support PGS initiated institutions along the PGS pathway.

d) Alignment of resources with strategy:

1st  measure: “Percent of budget allocated for R & D” – 10%;

2nd measure: “Percent of sectors with focused teams” – 4 + 4.

The strategic initiative: “Establish a planning and control system that supports the vision.”

The final perspective – “socio-economic impact” – has three strategic priorities, for each of which the Board of Trustees has specified corresponding measures, targets, and initiatives. They follow:

a) Business community recognized for good corporate governance practices.

The measure: “Ranking in corporate governance practice among Asian countries as rated by ACGA” – top 25% by 2020 (from the base line of last place in Asia).

The strategic initiative: “Promote the acceptance and implementation of the Maharlika Board and the Governance Act of 2011.” There is also a repeat reference to institutionalizing Team CG Philippines with ICD as secretariat.

b) Business confidence and competitiveness ranking of the Philippines.

The measure: “Ranking in global competitiveness as rated by credible rating agencies” – “upper third of all countries by 2020” (from being in the lower third).

The strategic initiatives are: “Organize initiatives that will ensure bigger budget for the regulatory environment;” and “implement programs to effectively manage relationship with rating agencies.”

c) Through ICD-trained directors, contribution to wealth creation and poverty reduction.

1st measure: “Poverty incidence” – “below 10%.

2nd measure: “Percent placement of ICD-trained directors in the top 100 companies” – 50%.

3rd measure: “Percent placement of ICD-trained directors in the top 50 GOCCs” – 50%.

The strategic initiative: A repeat reference to a “continuing program to retain, develop, and recruit champions of corporate governance,” and to “activate a placement program for ICD fellows.”

With all these measures, targets, and initiatives, the ICD Board of Trustees completed the Performance Scorecard of the Institute.