MANILA, Philippines – After setting forth its “governance charter,” the Development Academy of the Philippines (DAP) took considerable time in assessing its strengths (and acknowledging its weaknesses as well), and in making a proper determination of its opportunities and threats. DAP undertook this task thoroughly, and in the process, it was able to determine its “pillars of strength.”

It also took serious note of where it is in 2010, its baseline. From such a baseline, it proceeded to articulate the partial fulfilment of its 2030 vision: It described the “base camp” it intends to reach by 2015, a higher “base camp” by 2020, and finally its BHAG, which stands for “big, hairy audacious goal” of realizing its vision by 2030.

First, DAP describes its “pillars of strength.” There are three of them. DAP starts with “Our Talent,” which is “facilitating transformational change in developing institutions.” By this, DAP advertises what should be its core competence, which is that of being a facilitator, helping other national government agencies to transform themselves into effective development agents in pursuit of their respective mandates. It has a wide and fertile ground marked out for it as such a facilitator.

It then moves on to its second “pillar of strength,” which it labels as “Our Engine.” DAP obviously provides an “economic engine” by securing a “contribution margin” for those national government agencies it works with. Through its work and the services it provides, DAP should be able to demonstrate that there is significant value added by the governance improvement and productivity enhancement it facilitates. In addition, DAP is a “resource engine” serving as a development catalyst. Through the new processes and best practices it helps install, DAP opens up to the other national government agencies it works with access to open platforms and other sources of expertise for the benefit of its partners. For instance, the partnership DAP has forged with the Institute for Solidarity in Asia should enable it to facilitate the provision of other resources from global, regional, and national entities that provide technical and professional assistance in governance and productivity.

Its third “pillar of strength” is DAP’s “Passion,” which is “to effect positive change in the lives of others by going the extra mile with a smile.” DAP promises not to be boring. Partnering with it should be fun: instructive, educational, productive, and yet its learning experiences should reinforce the personal dignity of individuals, raise their professional competence and spirit of service, and motivate them towards heights where faithfulness to core values and personal happiness are closely intertwined.

All these “pillars of strength” should be relied upon as the institutional bases for DAP’s movement towards realizing its BHAG or 2030 vision. DAP is under no illusion about its baseline in 2010: It faces many challenges. But it also has realistic opportunities that beckon it to become “the leading catalyst of developmental change in governance and productivity in the Philippines.” This is the base camp it intends to reach by 2015. A higher base camp is targeted for 2020: To become “the premier catalyst of developmental change in governance and productivity in the Philippines.” Note the shift from “leading” in 2015 to becoming the “premier” catalyst in 2020. DAP aims to compete head to head with other catalysts of developmental change in governance and productivity in the Philippines. From such a 2020 base camp, DAP intends to raise its flag at the summit of renown, with recognition not limited only to the Philippines but also extending to East Asia and the rest of Asia by 2030.

May DAP realize its BHAG or its 2030 vision!