Performance Governance System
PGS Updates
NCMH 2nd Annual Strategy Review
NCMH 2nd Annual Strategy Review: Progress, Strategic Realignment, and Collaborative Action
The National Center for Mental Health (NCMH) successfully conducted its Annual Strategy Review at Club Balai Isabel in Talisay, Batangas, marking a significant milestone in its journey toward strategic excellence. Moderated by Atty. Rico Caraos, Chief of the Office for Strategy Management (OSM), the event brought together the Leadership Team and PGS Core Team to gather valuable insights, refine strategies, and ensure alignment with the organization’s overarching priorities.
Dr. Noel Reyes, the Medical Center Chief, opened the session with a compelling lecture on leadership, emphasizing the critical role of visionary guidance and collective action in driving institutional success. His message underscored the importance of empowering teams, fostering collaboration, and maintaining a steadfast focus on NCMH’s mission to deliver transformative mental health services. The review also emphasized the importance of translating strategic commitments into measurable success indicators to be integrated into the performance commitment and review forms (PCRs) of relevant stakeholders.
Programs Ready for Implementation and Strategic Priorities
Several initiatives have been marked as "Good to Go", reflecting their readiness for immediate implementation. These include the deliverables from the Psychosocial Rehabilitation and Recovery Program, Psychology, Nutrition-Dietetics, the Crisis Hotline, and most units under Hospital Operations and Patient Support Service (HOPSS) and Finance Service. Other deliverables, like the Binhi ng Pag-asa Program, Fellowship Programs of the Training Office, Sleep Medicine, and the Safety and Experience Roadmaps require timeline adjustments to align with deliverables. Nursing care bundles have been updated to better fit operational feasibility, addressing time-sensitive targets while maintaining service quality. Public mental health initiatives remain a top priority, with programs such as the WoW KuMHustahan Mental Health Caravan and crisis response systems receiving renewed emphasis as well as the development of a Public Mental Health Standardized Training Program and an internal NCMH Research Agenda to complement the identified gaps and opportunities in other areas.
Strategic Realignment and Reorientation
Some implementing units must revisit and update their roadmaps to reflect emerging opportunities for collaboration and ensure alignment with national health priorities. Focus areas include Pharmacy, Activity Therapy, Linkages, and Research, where inter-departmental collaboration and strategic refinement are crucial for delivering holistic and recovery-oriented mental health care. Nine implementing units were specifically tasked with revising their strategic deliverables to align with the Resource Stratified Framework for Specialty Centers. Notable updates include the integration of the BUCAS center, scheduled for 2025, which will enhance services for aged care and wellness, and the development of standard diagnostic packages for mental health by the Clinical Laboratory Section. These revisions are pivotal in ensuring that NCMH’s initiatives are consistent with the evolving demands of specialty mental health care in the country. The review further emphasized the value of inter-departmental collaboration in allied mental health support to provide comprehensive and patient-centered care. Recovery-oriented care models for child, adolescent, forensic, and aged care were highlighted, with plans for technical assistance and training modules to enhance mental health services. These efforts underscore the institution’s commitment to bridging service gaps and fostering inclusive care models. To ensure these updates are effectively crafted and implemented, Atty. Caraos will lead a strategy refresh session to reorient the implementing units in refining their roadmaps and deliverables. This process will lay the groundwork for presenting cohesive and strategically aligned plans to the Leadership Team for vetting and approval.
Path Forward and Recommendations
To maintain momentum, the review underscored the need to finalize foundational documents like the Manual of Operations (MOP) and allocate resources effectively. Comprehensive staff training and strategic communication with stakeholders were also identified as critical for achieving organizational goals. By addressing gaps in readiness, fostering collaboration, and ensuring alignment with national frameworks, NCMH is poised to advance its mission of providing transformative mental health care.
The review concluded with a collective commitment to aligning strategies, enhancing service delivery, and fostering a culture of accountability and innovation, ensuring that NCMH remains at the forefront of mental health advocacy and care in the Philippines.
NCMH Cascading of PGS 2024 Strategic Deliverables
NCMH Cascading of PGS 2024 Strategic Deliverables
The National Center for Mental Health (NCMH) successfully conducted its second vetting and approval session for the strategic deliverables for 2024. Atty. Rico Caraos moderated the program, during which representatives from various implementing units presented and defended their strategic commitments and contributions for 2024 with members of the Leadership Team.
Atty. Caraos began by introducing the Metadata of Strategic Priorities, which provides a comprehensive framework for the alignment of division chiefs and offices under the Medical Center Chief. This metadata contains 25 success indicators designed to be incorporated into the division and section performance commitment and review forms (DPCRs/SPCRs). These indicators align with the overarching objective of the Department of Health (DOH) 8-point Action Agenda No. 6, "Ginhawa ng Isip at Damdamin," focusing on enhancing Filipinos' well-being and ensuring quality mental health services.
To ensure alignment and coherence, Atty. Caraos harmonized the metadata with key policy documents, including Department Memorandum No. 2023-0068 (2023-2028 Hospital Scorecard Indicators), Administrative Order No. 2023-0015 (8-Point Action Agenda as the Medium-Term Strategy of the Health Sector for 2023-2028), and the amended NCMH Basic Governance Documents (Charter Statements, Governance Scorecard, and Portfolio of Strategic Initiatives for 2025).
Following this, the PGS Core Team leaders facilitated the presentation of strategic commitments and contributions developed during the Strategy Refresh held on October 2, 2023, at the Richmonde Hotel in Ortigas. The leadership team provided constructive insights and recommendations, focusing on the feasibility and readiness of each unit for the proposed deliverable. While a few units were advised to reconsider their commitments due to operational constraints or minor adjustments, the majority demonstrated readiness to implement their plans.
After a thorough review and cleaning process, a total of 108 strategic commitments for 2024 were finalized, encompassing both core and support processes. These commitments represent a cohesive and forward-looking plan for advancing NCMH'S mission of delivering high-quality mental health services in alignment with national health objectives.
For further information about the Metadata, please see this link.
NCMH Marks Milestone with the Inaugural Meeting of its Multi-Sector Governance Council
NCMH Marks Milestone with the Inaugural Meeting of its Multi-Sector Governance Council
The National Center for Mental Health (NCMH) achieved a historic milestone with the inaugural meeting of its Multi-Sector Governance Council (MSGC) held yesterday, June 20, 2024, at The Westin Manila. This landmark event brought together an esteemed group of representatives from various sectors, each contributing their unique expertise and commitment to advancing mental health in the Philippines.
Among the distinguished attendees were Ms. Cristina “Chiqui” Roa-Puno, Mr. Ramon Navarra (representing Sen. Risa Hontiveros), Dr. Jasmine Vergara, Mr. Cris M. De Luna, Jr., Dr. Leonor I. Cabral-Lim, Mrs. Alexandria “Queenie” Gonzales, Mr. Christopher P. Hernandez, Mr. Michael Angelo Pereira, Ms. Cristine Reyes, as well as members of the NCMH executive committee and key staff. The MSGC serves as a vital body of external stakeholders, providing strategic insights and collaborative assistance to enhance NCMH’s services and realize its ambitious goals.
The meeting began with a warm welcome from Dr. Beverly Azucena, Chief of the Hospital Service, followed by a heartfelt message from the Medical Center Chief, Dr. Noel V. Reyes. An engaging audio-visual presentation on the NCMH’s Performance Governance System (PGS) Journey showcased the center’s ongoing initiatives and strategic plans. Atty. Rico Caraos, Chief of the Office for Strategy Management, outlined the MSGC Terms of Reference under the initiative titled Ugnayang Pangka-Isipan. During the morning session, MSGC members were introduced to NCMH’s strategic goals and roadmap. The session culminated in the ceremonial signing of a Pledge of Commitment by all attendees, symbolizing their shared dedication to advancing mental health initiatives.
The afternoon session began with the election of MSGC officers. Former Congresswoman Chiqui Roa-Puno and Mr. Michael Angelo Pereira were elected Chairperson and Secretary, respectively. Both expressed their enthusiasm and shared actionable insights on how they can support the center’s objectives. This was followed by the MSGC’s formal meeting with the Leadership Team and the PGS Core Team, during which members aligned their interests with specific areas of the strategic roadmap. These expressed commitments will be developed into actionable plans, reinforcing the council's active role in NCMH’s endeavors. Dr. Rodney Boncajes, the focal person for Stakeholder Engagement, delivered closing remarks, emphasizing the importance of collaborative efforts in achieving NCMH’s vision.
The establishment of the MSGC is a pivotal step in fulfilling NCMH’s mandate under the Mental Health Act. The council’s support will empower the NCMH to enhance its clinical practice, training, and research initiatives, propelling it toward becoming the National Specialty Center for Mental Health. This endeavor aligns with the center’s vision to be an internationally recognized leader in mental health, fostering a functional network of mental health facilities and ensuring comprehensive care for all Filipinos.
Through this groundbreaking initiative, the NCMH is poised to create a profound and lasting impact on the nation’s mental health landscape, steering the Philippines toward a more inclusive, supportive, and mentally healthy future.
Strategic Readiness Assessment
Strategic Readiness Assessment: Employee Engagement and Organizational Insights
The National Center for Mental Health (NCMH), through its Office for Strategy Management, conducted a comprehensive Strategic Readiness Assessment via Google Form to evaluate the organization’s alignment with the Performance Governance System (PGS) and its ongoing strategic initiatives. The study involved employees from various divisions, excluding those under contract of service or job orders. The survey achieved impressive participation rates, with 100% from Finance Service, 85.8% engagement from Ancillary/Allied Services, 73.2% from Nursing Services, and 71.1% from Medical Services, reflecting strong organizational involvement in strategic initiatives.
Key Findings:
The survey revealed a significant understanding of the PGS among employees, though certain gaps were identified. While most staff demonstrated familiarity with the NCMH Strategy Map and roadmaps, frequent errors in roadmap commitments and monitoring frameworks highlight areas requiring focused training. Feedback from supervisors and managers pointed to challenges in coordination (30%), communication issues (17%), and governance culture (10%) as critical barriers to effective strategy implementation.
Resource and Governance Needs:
Employees consistently identified resource-related challenges as a major concern. Key recommendations included employing additional staff (70 mentions), upgrading digital infrastructure (13 mentions), and enhancing funding for priority initiatives (17 mentions). On governance, respondents emphasized the need for refining cascade mechanisms (24 mentions), embedding diverse perspectives in decision-making (58 mentions), and investing in priority measures (85 mentions). These insights underscore the need for robust resource allocation and governance structures to strengthen organizational alignment with strategic goals.
Cultural and Operational Enhancements:
The thematic analysis revealed strong employee commitment to NCMH’s core values of integrity, inclusivity, excellence, and commitment. However, the study highlighted opportunities to improve communication and streamline coordination mechanisms to foster a cohesive governance culture. Notably, the "WIRE-EQUIP" framework emerged from employee suggestions, emphasizing the need to "Weave" governance practices, "Invest" in priority areas, "Refine" mechanisms, and "Equip" staff with necessary resources for effective strategy execution.
Recommendations and Way Forward:
The assessment demonstrates that while NCMH employees are generally aligned with the PGS framework, addressing gaps in training, communication, and resource management is vital. By enhancing resource allocation, fostering good governance, and implementing structured training programs, NCMH can empower its workforce to achieve its strategic goals. These findings provide a solid foundation for further strengthening the institution’s strategic readiness and commitment to delivering exceptional mental health services.
For more details on the Mock Strategic Readiness Test results, please check this link.
