Executive Leadership Program (ELP)
The ELP is currently the foundational capacity-building program for CESOs and third level eligibles.
It follows a three-pronged leadership and management development framework for: “knowing one's self, relating with others, and leading the organization”.
This framework finds meaning in three (3) core courses, namely the: “Salamin ng Paglilingkod or SALAMIN” which focuses on the ‘self’, “Diwa ng Paglilingkod or DIWA” which focuses on ‘others’, and “Gabay ng Paglilingkod or GABAY”, which focuses on the ‘organization’.
The Community Engagement Module (CEM) is a terminal learning integration module of both the SALAMIN-DIWA and the GABAY courses.
Salamin ng Paglilingkod (SALAMIN) Training Course
SALAMIN, a course on self-examination and discovery, is anchored on the premise that good leadership is based on complete and honest knowledge of one’s self, values, areas of strength and improvement, and one’s leadership styles.
Learning modules are built around and enhance the CES Competency Standards.
As learning outcomes, SALAMIN enables participants to: (1) reflect on and examine their attitudes and values in the context of their roles in the family, professional community, the government, and as citizens; (2) study the leadership challenges, issues and demands of their agencies and the entire state bureaucracy and to assess their roles, influence and contributions in these dynamics; (3) deepen their awareness of key challenges, issues and developments in governance and development and to formulate and harness more inclusive, innovative and sustainable policies and programs, and; (4) from this experience, assess, clarify, define and refine their own paradigms, values and leadership style to renew commitment to public service.
Diwa ng Paglilingkod (DIWA) Training Course
DIWA, a course on effective interpersonal relations, is founded on the premise that good leadership is determined by the depth of understanding and appreciation of how one relates with, affects, and influences others inside and outside the organization to achieve the desired behavioral outcomes and quality interpersonal relationships.
It defines key elements in and harnesses the power of participative management, effective teamwork, and performance accountability in achieving organizational goals and outcomes. It also addresses key leadership and management issues like effectively dealing with various publics and leveraging stakeholder relations to create the environment for responsive and quality delivery of public services.
Among the DIWA learning outcomes are to: 1) elicit and sustain harmonious and productive behaviour from subordinates/ teams to achieve public service excellence, and to; 2) positively influence the behaviours of superiors, peers, partners and stakeholders to enhance cooperation and mutual support.
Integrated Gabay ng Paglilingkod (GABAY) Training Course
GABAY provides learning modules aimed at addressing an executive’s needs to remain effective on-the-job. It surveys the policies, programs and reform initiatives essential in the development of government as an organization. It sharpens awareness and deepens appreciation of the demands, challenges, solutions and options facing a public manager.
It illustrates a wider, more detailed and sensitive perspective on the environment and dynamics of public sector management around which leadership and managerial tasks and accountabilities are exercised.
It increases familiarity and appreciation of key concepts, approaches, processes, tools, applications and experiences in: managing organizational planning systems and processes, the public administrative justice system, institutionalizing e-governance and harnessing information communications technology (ICT), strategic human resource management, and public financial management systems reforms.
Community Engagement Module (CEM)
As the terminal learning module of the SALAMIN-DIWA and GABAY courses, COAM contributes to:
1) widening the scope, increasing the level of, and strengthening key leadership and managerial competencies of career executives via real-life and structured immersion/ attachment in a community or an organization purposively engaged as a field evaluation research laboratory;
2) spawning an environment and cultivating partnerships for learning where executives can share their competencies, insights and experiences in managing organizations and work on governance and development challenges and imperatives with local government officials, civil society/ private sector leaders, and other community stakeholders; and
3) encouraging executives to individually and collectively explore, adopt and advocate meaningful, innovative and results-focused paradigms, approaches and tools for re-examining governance and leading reforms in the public sector.