From Public to Performance: Re-Inventing Good Governance The crusade for good governance, as has been demonstrated by ISA’s partners, is first set in motion by a vision and eventually materializes through a steep, yet deeply rewarding learning process. Just as a railway company needs tracks that are aligned across a number of autonomous geo-political areas in order to have a functional and accessible system, so too does governance require a degree of alignment and coordination with various other institutions; government, the private sector, social sectors and relevant international organizations and institutions. Charting a progressive Governance Pathway is only fertilized by reaching a state of logistical coordination and regulatory alignment. Ultimately, the long-term character of the community, leadership, society and economy are marked by what takes place following this foundational alignment. For those entrenched in their commitment to long-term sustainability and success, Dr. Jesus P. Estanislao, founder and Chairman of ISA, emphasizes the notion that, “…beyond mere compliance, governance demands performance.” Of course it is possible to draw up a list of best-practices and action items that will aid each governance stakeholder in achieving his or her goals. But the spirit of holistic governance comes when the whole is greater than the sum of its parts; when goal-orientation, core-values, innovation, financial independence and responsibility have shaped to form a dynamic culture of performance, far surpassing the “tick-box” approach to good governance. The leadership of both ISA and its PGS-partners will embark on the next phase of casting a mold for progressive governance and increased economic independence, by reaching across the threshold of the Public Governance System (PGS) and inaugurating a space for the Performance Governance System (PGS). “Moving from the Public Governance System means that PGS-leaders and constituents alike will elevate their aspirations and outputs from reporting ‘base-case’ scenarios to proudly realizing ‘best-case’ scenarios”, reports Dr. Aniceto “Nick” Fontanilla, ISAworking-session facilitator, management professor and trans-national entrepreneur. As long as governance and leadership remains satisfied with mere compliance; constituents, stakeholders and potential investors alike will continue to miss critical, and often times organic opportunities for collaboration. The Performance Governance System activates the remedy for this oversight by shifting the persistent state of re-active governance to an integrated culture of pro-active governance. The Performance Governance System rests on a process of improvement, alignment and acquisition of the tools and systems necessary to chart a path for governance whose implementation outlives the professional presence of its visionaries. After all, it is our ultimate goal to leave everything we encounter better off then when we found it.