Foreword · 2018-11-13 · The Philippine Air Force (PAF) of today is a result of the collective...

0PAF FLIGHT PLAN 2028

VISION: A professional and competent Air Force responsive to national security and development 1

Reform and good governance have always been the driving force of our transformation journey. While numerous challenges and restraints serve as chains that bind us to our current situation, the combined efforts of the Philippine Air Force leadership and our stakeholders have made progress which brings us closer to our aspiration.

It has been almost nine (9) months since the Philippine Air Force committed itself to an astute transformative undertaking under the ambit of good governance and accountability. With the assistance of the Institute for Solidarity in Asia (ISA) utilizing the Performance Governance System (PGS), we have created our blueprint for the future, the Philippine Air Force Flight Plan 2028.

The Philippine Air Force Flight Plan 2028 works towards em-powering the organization while being rooted upon the vision of a professional and competent Air Force responsive to national

security and development, and likewise the core values of Integrity, Service above self, Teamwork, Excel-lence in everything we do, and Professionalism (InSTEP). These, together with the PGS framework and the unending support from our stakeholders, will ensure that the Philippine Air Force will see through all challenges and reach its ultimate goal.

Currently, the Philippine Air Force is in the second stage of the PGS Pathways, the Compliance Stage, where we are focused in creating the strategy for cascading and establishing general awareness as a pre-lude to jumpstarting the internalization process. Even with forces scattered around the map proving to be a difficulty, our Flight Plan champions will be there to ably carry out the dictates of the transformation. We are therefore confident that effectively cascading the entirety of the Flight Plan strategy will become a reality.

Mabuhay ang Hukbong Panghimpapawid ng Pilipinas!

JEFFREY F DELGADOLieutenant General, AFP

Foreword

ARMED FORCES OF THE PHILIPPINESHEADQUARTERS PHILIPPINE AIR FORCE

OFFICE OF THE COMMANDING GENERALCol Jesus Villamor Air Base, Pasay City

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PAF FLIGHT PLAN 2028

VISION: A professional and competent Air Force responsive to national security and development

TABLE OF CONTENTSForeword .........................................................................iI. CONTEXT SETTING ....................................................1 a. Performance Governance System .....................2II. THE JOURNEY TO COMPLIANCE ................................3 a.AFPGovernanceExposition..............................5 b. Establishment of AFSMO ..................................5 c.ExecutionPlanningSession...............................6 d.ProcessCoachingSession.................................6 e.InformationDrive.............................................7 f. FirstMulti-SectorGovernanceCouncilConference ...7III. GOVERNANCE CHARTER STATEMENT .......................8IV. BREAKTHROUGH GOAL ............................................9V. STRATEGY MAP ........................................................10VI. GOVERNANCE SCORECARD AND PERFORMANCE HIGHLIGHTS ..11VII. CASCADING PHILOSOPHY ........................................13VIII. CASCADING TOOL ....................................................14 a.Organization.....................................................15 b. Human Resources ............................................15 c. Equipment ........................................................16 d. Doctrines ..........................................................17 e. Base Development ...........................................17 f. Values ................................................................18 g.Budget,Finance,andStakeholderSupport......18IX. CHAMPIONS OF STRATEGY EXECUTION ...................19X. MULTI-SECTORGOVERNANCECOUNCIL...................21XI. COMMUNICATION INITIATIVE ..................................23XII. LINK TO BUDGET ......................................................24XIII. EARLY GAINS .............................................................24XIV. ANNEXES.... ...............................................................25

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The Philippine Air Force (PAF) of today is a result of the collective efforts of the Philippine government and its people to improve the country’s state of national security, economy, and social welfare. It was defined by events and circumstances in the early years of its existence. It was a clear struggle of inclinations – one is to stay dependent on an ally of our colonial past and the other is to boldly develop as a force on our own. Whichever side is correct, this “unique” relationship began at the turn of the century and continued for nearly nine decades and has been the biggest shaping influence on the birth and development of the Philippine Air Force.

The PAF is mandated “To organize, train, equip, and maintain forces to conduct prompt and sustained air operations to accomplish the AFP mission.” With this mandate, the vital role of the PAF is to provide a credible air defense against internal and external threats.

CONTEXT SETTING

STRATEGIC CHANGE AGENDA

CURRENT KEY RESULT AREAS FUTURE

Internal Security Operations Focus Territorial Defense

Unable to Enforce PADIZ Capability Full Air Defense Capability for PADIZ and West Philippine Sea

Air Defense Wing Organization Air Defense Command

Legacy Equipment Equipment Modern Equipment

Limited to Existing Equipment Training Specialized Modern Equipment

Based on Operational Requirements Bases Development Based on Master Development Plan

Warm Bodies Recruitment HR System Strategic, Competency-Based Re-cruitment

Limited Application and Not Respon-sive to Future Requirements Doctrine Relevant to Current and Future Re-

quirements

Manual Maintenance Capability for Legacy Equipment Support System Automated Maintenance Capability

for Modern Equipment

Tactical-Needs Driven Research and Devel-opment

Strategic-Needs Driven, Collaborative and Multi-Disciplinary

Values Formation and Skills Training Organizational Culture Values Integration and Skills Training

Annual funding from GAA Funding GAA + Supplemental Budget + Multi-Year Funding

The strategic change agenda, formulated by the Flight Plan 2028 Technical Working Group (TWG) shows the areas which the PAF has identified as essential to bring the present air force to what it aspires to be in the future.

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The growing and increasingly complex demands of air power have raised expectations on the Philippine Air Force. These demands have prompted the PAF to revisit its procedures and systems, and to assess its priorities in order to achieve a better and more efficient governance.

In support to the reform initiatives of the National Government, the Department of National Defense, and the Armed Forces of the Philippines, the PAF began formulating a 14-year strategic development plan that will serve as its transformational plan – the Flight Plan 2028. It highlights the commitment of the PAF to pursue genuine reforms grounded on good governance and performance excellence. It emphasizes a comprehensive approach covering the entirety of the PAF organization and its operations.

The PAF decided to tread the governance pathways and began to adopt the Performance Governance System (PGS) in July 2014. The PGS is the local adaptation of the Balanced Scorecard developed at the Harvard Business School. It is a performance management and measurement tool that aims to translate organizational goals into breakthrough results guided by a set of performance indices and matrices.

The PGS is hinged on the Balanced Scorecard technology, a performance management tool developed at the Harvard University Business School. PGS translates vision to actionable strategies and commitments that lead to breakthrough results. Working under the tenet of true and genuine governance, these breakthrough results make the agency more sustainable and responsive to its purpose. Inherent in the design of the system are the strategic private-public partnership of the organization and the sectors it closely interacts with, as well as transparent executive leadership. This revolutionary system institutionalizes a new culture of governance that can produce tangible results within three to four years.

The adoption of the Performance Governance System was made possible in partnership with the Institute for Solidarity in Asia; and with the PGS, the Philippine Air Force aspires to achieve its vision of becoming “A professional and competent Air Force responsive to national security and development.”

Performance Governance System

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THE JOURNEY TO COMPLIANCE

After satisfying the requirements of the Initiation Stage, the PAF is now in the Compliance Stage – the second stage of the PGS pathways. This stage is focused on strategy execution through alignment of strategic units and establishment of mechanisms to align the PGS with the existing processes of the organization, while the former stage guided the organization in creating the first-level outputs to bring the organization closer to

its breakthrough goal. Cascading is conducted to ensure the proper implementation of the strategy through production of lower-level scorecards, scoreboards, or execution plans that are directly contributory to the achievement of breakthrough goals. The said cascading mechanism must be formalized and rationalized in order to produce quick wins within the organization.

December 17, 2014

January 21, 2015

January 27, 2015

January 28, 2015

March 02-05, 2015

March 09-10, 2015

March 11, 2015

AFP Governance Expositionat AFPCOC, CGEA, Quezon City

Activation Ceremony, AFSMOat Agunod Hall, PAFPMC, CJVAB, Pasay City

Execution Planning Sessionat HSSG Multipurpose Hall, CJVAB, Pasay City

Process Coaching Sessionat Agunod Hall, PAFPMC, CJVAB, Pasay City

PAF Flight Plan Information Drive at Colonel Jesus Villamor Air Base, Pasay City

PAF Flight Plan Information Drive

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March 12, 2015

March 13, 2015

March 17-18, 2015

March 19-21, 2015

March 23-25, 2015

at HSSG Multipurpose Hall, CJVAB, Pasay City

at Agunod Hall, PAFPMC, CJVAB, Pasay City

PAF Flight Plan Information Drive at Colonel Jesus Villamor Air Base, Pasay City

PAF Flight Plan Information Driveat Clark Air Base, PAF (Air Force City), Angeles City, Pampanga

PAF Flight Plan Information Driveat Basa Air Base, Floridablanca, Pampanga

PAF Flight Plan Information Driveat Danilo Atienza Air Base, Cavite

PAF Flight Plan Information Driveat Fernando Air Base, Lipa City

PAF Flight Plan Information Driveat Antonio Bautista Air Base, Puerto Princesa City, Palawan

PAF Flight Plan Information Driveat BGen Benito N Ebuen Air Base, Lapulapu City

PAF Flight Plan Information Driveat Edwin Andrews Air Base, Zamboanga City

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Establishment of AFSMO

The objective of a Strategy Management Office is to monitor the implementation of the Transformation Roadmap of the PAF. In conjunction to this, the PAF activated the Air Force Strategy Management Office (AFSMO) last 21 January 2015. The AFSMO is a personal staff of the Commanding General under the functional supervision of OA-5 (Plans and Program). The OA-5 and AFSMO are in transition whereby the task of overseeing the implementation of the Flight Plan is gradually being downloaded to the latter. The two offices have consistently been in coordination to continually iron out organizational issues and develop strategies which would greatly impact on ensuring the smooth and effective implementation of the Flight Plan. The office is deemed fully functional. In fact, together with ISA, the Execution Planning and Process Coaching Sessions were conducted and a PAF wide Information Drive followed suit. AFSMO have been diligently orchestrating the conduct of weekly Flight Plan Technical Working Group meetings. Through these activities, AFSMO is gradually being mainstreamed to core Flight Plan activities.

AFP Governance ExpositionAfter the Initiation Stage Revalida, the PAF

then prepared for the organization’s participation in the AFP Governance Exposition organized by the Office for Strategic Studies and Strategy Management (OSSSM) held at the AFPCOC last December 17, 2014.The activity served as a venue for the PAF to exhibit its crafted transformation strategies alongside that of the other services as

well as other PGS practitioners. More importantly, the forum paved the way for the PAF to become aware of the best practices of organizations especially those who have progressed through the succeeding stages of the PGS pathways and have already been institutionalized. The event was attended by no less than the Chief of Staff of the AFP and all Major Service Commanders.

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Execution Planning SessionOne of the hallmarks of the Compliance Stage

is the creation of execution plans as a tool in cascading the Flight Plan Strategy. Last January 27, 2015, an Execution Planning Session was conducted with the goal of orienting members of the PAF Flight Plan Technical Working Group

and corollary Project Management Teams (PMTs) to the rudiments of cascading the Flight Plan strategy. The whole gamut of the exercise enabled participants to comprehend not only the basics but understand the pitfalls as well in the execution of the strategy.

Process Coaching Session

A Process Coaching Session immediately followed the Execution Planning Session. This was conducted last January 28, 2015. The objective of the activity was to understand the intricacies in developing a cadence of accountability through adherence to the regimen and discipline espoused by the PGS. In the said session, issues were ironed out on how to effectively align Flight Plan activities to the PAF’s Breakthrough Goal. In addition, the activity created a good sense of intellectual discourse which rectified flaws that appeared trivial at the onset.

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Information Drive

The AFSMO organized and administered an information drive across all the major bases of the PAF as part of its initiative to cascade the Flight Plan from the top management down to the lower units. The objective of the activity is not only to orient all personnel of the basic information regarding the Flight Plan but likewise to prepare all units for the Proficiency Stage where they will

be required to create unit scorecards. Among the objective of the information drive is to impress upon all personnel that while general awareness is the initial goal, a growing expectation for a deeper understanding and gradual internalization are the ultimate advocacy. Eventually, it is desired that individual ownership of the plan will materialize.

First Multi-Sector Governance Council Conference

One of the deliverables of the Compliance Stage is the convention of the Multi-Sector Governance Council (MSGC). The MSGC is composed of key external stakeholders who will serve as a strategic counsel intended to provide substantive advice to the organization and likewise to make targeted contributions that would assist in the movement of strategic priorities. Last April 28, 2015, the AFSMO organized a meeting inviting all confirmed PAF MSGC Members to the first PAF MSGC Conference. The activity introduced the participants to the basic concepts of the Flight Plan. The MSGC members were also apprised of their significant role in the successful pursuit of the goals of the

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plan. The occasion gave the PAF an opportunity to welcome revered professionals and appropriately recognized them as part of the PAF family.

Core Values



GOVERNANCE CHARTER STATEMENT

IntegrityServiceTeamworkExcellenceProfessionalism

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Core Values

To organize, train, equip and maintain forces to conduct prompt and sustained air operations to accomplish the AFP mission

A professional and competent Air Force responsive to national security and development

VISION

MISSION

The Governance Charter Statement encompasses the organization’s Core Values, Mandate, Mission, and Vision statements. The Governance Charter Statement serves as the foundation of the organization and is grounded in everything that it does. The PAF is guided by its mission which is “To organize, train, equip and maintain forces to conduct prompt

and sustained air operations to accomplish the AFP mission.”

The PAF core values are contained in the word “InSTEP” which stands for Integrity, Service above self, Teamwork, Excellence in everything that we do,

and Professionalism.

To be “a professional and competent Air Force responsive to national security and

development” is PAF’s Vision.

BREAKTHROUGH GOAL

The Breakthrough Goal is the manifestation of the organization’s vision statement. This serves as the entire organization’s aspiration and the ultimate goal of the transformation roadmap. The creation of the Breakthrough Goal is the first session held by the PAF regarding Flight Plan strategy development. The session was held last August 14, 2014 wherein the top leaders of the PAF gathered and enthusiastically engaged in a Strategic Planning Session. The general approach was to identify a goal which would constitute the embodiment of truly effective and relevant air force organization. Given all the competence required to fulfill its mandate, the propagation of airpower and the various dimensions in operations it amplifies, became the focal considerations. After all, the degree of airpower an air force organization can project, dictates its perceived effectiveness. More so, this was conceptualized bearing in mind the

threats to national security that challenge our country’s sovereignty.

The resulting goal the PAF core group categorized as inherently “breakthrough” for the organization is for PAF to “Build capability to detect, identify, intercept, and neutralize intrusions in the PADIZ and the West Philippine Sea from Area Readiness 4 to Area Readiness 3 by 2022 and in the entire Philippines from Area Readiness 3 to 1 by 2028.” This goal can be gleaned as categorically Territorial Defense in operation. It bespeaks the need for the PAF to address the overarching concern to be true to its mandate of providing the needed air defense for the country. As such, the goal prompts a transformation wherein organizational processes are revisited and assessed with the end view of generating for the PAF a truly genuine reform.

Build capability to detect, identify, intercept, and neutralize intrusions in the PADIZ and West PH Sea from Area Readiness 4 to 3 by 2022 and entire PH territory from Area Readiness 3 to 1 by 2028.

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By 2022 By 2028



STRATEGY MAP

The Strategy Map is an essential tool for the Flight Plan 2028 as it contains the visual statement of the organization’s Breakthrough Goal and the various processes that it needs to perform in order to achieve it. The map is divided into five components: The Mission Statement and the Core Values, the Support Process, the Core Process,

the Breakthrough, and the Vision Statement. On hindsight, the strategic perspectives provide a vivid illustration on how the elements in the Strategy Map relate to each other.

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Governance Scorecard and Performance Highlights

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Key Result Area Objective Measure Baseline 2015 2016

Organization Restructure the air defense organization from independent units in 2015 to an integrated command by 2022

No. of Primary units for Air Defense 0 0/6 4/6

No. of Supporting units for Air Defense 0 0/5 0/5

Training Provide mission essential tasks to support air defense capability and upgrade

Fill-in Rate of skills set requirement 0 20% 32%No. of joint training exercises with other major services 1 1 1

No. of combined training exercises with allied countries 0 0 0

Equipment Acquire and upgrade air defense equipment complemented by research and development for Territorial Defense (TD)

No. of air defense equipment acquired for TD 0/63 0/63 2/63

No of new technologies adapted for use of the Air Force 0 0 0

Doctrines Develop doctrines relevant to air defense operations at the strategic, operational and tactical levels

Percentage of territorial defense operating units with all of the required doctrines published

0 20% 80%

Values System Integrate Values formation in the skills development of strategic units

No. of strategic air defense units completing the Pastoral Care Program 0 1 3

No. of strategic air defense units completing the Organizational Excellence Program 0 5 5

Base Development Upgrade base facilities and support systems following an approved Master Development Plan (MDP)

No. of bases and stations with the minimum requirements for TD in place as specified in its MDP

0/15 0/15 6/15

Human Resource System

Provide and sustain the best talents prioritizing Air Defense Organization

% Fill-up 43% 45% 53%

%AFSC 0% 20% 32%

Budget, Finance, And Stakeholder

Support

Secure Stakeholder support to generate adequate funding for Flight Plan 2022 Flight Plan Funding Requirements P2.6B P6.7B P38.4B



Key Result Area Objective Measure Baseline 2015 2016

Organization Restructure the air defense organization from independent units in 2015 to an integrated command by 2022

No. of Primary units for Air Defense 0 0/6 4/6

No. of Supporting units for Air Defense 0 0/5 0/5

Training Provide mission essential tasks to support air defense capability and upgrade

Fill-in Rate of skills set requirement 0 20% 32%No. of joint training exercises with other major services 1 1 1

No. of combined training exercises with allied countries 0 0 0

Equipment Acquire and upgrade air defense equipment complemented by research and development for Territorial Defense (TD)

No. of air defense equipment acquired for TD 0/63 0/63 2/63

No of new technologies adapted for use of the Air Force 0 0 0

Doctrines Develop doctrines relevant to air defense operations at the strategic, operational and tactical levels

Percentage of territorial defense operating units with all of the required doctrines published

0 20% 80%

Values System Integrate Values formation in the skills development of strategic units

No. of strategic air defense units completing the Pastoral Care Program 0 1 3

No. of strategic air defense units completing the Organizational Excellence Program 0 5 5

Base Development Upgrade base facilities and support systems following an approved Master Development Plan (MDP)

No. of bases and stations with the minimum requirements for TD in place as specified in its MDP

0/15 0/15 6/15

Human Resource System

Provide and sustain the best talents prioritizing Air Defense Organization

% Fill-up 43% 45% 53%

%AFSC 0% 20% 32%

Budget, Finance, And Stakeholder

Support

Secure Stakeholder support to generate adequate funding for Flight Plan 2022 Flight Plan Funding Requirements P2.6B P6.7B P38.4B

CASCADING PHILOSOPHY

The essence of cascading is strategy execution. To effectively cascade the Flight Plan throughout the Philippine Air Force, the organization must show early gains resulting from the strategy. All instructions regarding the PAF Flight Plan 2028 will be coming from the Command, headed by the Commanding General, PAF. It will then be communicated to the PAF Flight Plan Technical Working Group (TWG), composed of the deputies of the Coordinating Staff and select heads of the Personal Staff and Special Staff of the CG, PAF, which will then be relayed to the different Project Management Teams composed of various PAF personnel selected by the TWG. These PMTs, with guidance from their respective Process Coaches, are tasked with the planning and the execution of the strategy that was earlier laid out by the Command and the TWG.

The approach taken by the PAF to cascade the Flight Plan is unconventional. Unlike the other major services who cascaded by means of creating second level scorecards, the PAF created Project Management Teams (PMTs) and Annual Execution Plans which show monthly activities and targets that will lead up to the yearly target. Likewise, the organization is also cascading the Flight Plan by raising general awareness through information drives and other activities that will familiarize the entire organization of the strategy.

The Air Force Strategy Management Office has concluded the first round of information drive across the eight major bases of the PAF. The feedbacks from the various personnel of the participating units have been very enlightening especially for the enhancement and improvement of the succeeding information dissemination

activities. It is interesting to note that a number of PAF lower units have started conceptualizing their respective scorecards.

Furthermore, various units have already started formulating their unit scorecards in alignment with the enterprise scorecard whereas some have already presented. As of the present, the PMTs are meeting regularly for the finalization of their respective Execution Plans.

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CASCADING TOOL

The strategic initiatives were created together with the enterprise scorecard last August 27-28, 2014 during the Initiation Stage. Each strategic initiative reflects the approach of the PMTs on how to achieve the “End of Year Targets” for their respective strategic objectives. In the Compliance Stage, strategic initiatives take a more pivotal role in the entire scheme of the Flight Plan. These initiatives serve as the means of closing the value gap between the base line and the breakthrough. To realize these, Execution Plans are needed.

Execution Plans contain monthly deliverables or milestones identified by the Project Management Teams for each strategic objectives. These Execution Plans close the value gap by means of value creation. Through the established monthly milestones, each Execution Plan guarantees that the strategy is moving towards the achievement of the breakthrough goal. This becomes more effective and efficient through the empowerment of the Project Management Teams.

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Organization

Training

The strategic initiative of the Organization PMT is Force Restructuring. As part of the initiative of the PAF to shift focus to territorial defense, and for the anticipation of the incoming air defense platforms, the Command initiated the restructuring of the current air defense organization into an integrated command through the creation and reactivation of units slated for territorial defense.

Human ResourcesWith the organizational

transformation of the PAF ahead, the organization must sustain the best talents by implementing an alignment program by reassigning personnel with the required skill sets.

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A new organization entails training. With the Flight Plan and the execution plan for training, the PAF aims to provide proactive training to support our upgrade in air defense capability. The conduct of more unit training exercises likewise increases the level of proficiency and competency of our airmen. After which, a series of unilateral

trainings with other PAF units must be conducted to prepare air force units for joint trainings with the other branches of service. This will result into more adept and efficient PAF personnel; enforced with training from outside sources, the PAF ultimately aims to engage in combined training exercises with allied countries.



Equipment

The air defense capability of the PAF has diminished throughout the years. One of the highlights of the PAF Flight Plan 2028 is the reinforcement of the PAF’s modernization efforts through Materiel Capability development. The Equipment Execution Plan lays out projects that will further strengthen and address the gaps in territorial defense through the acquisition and upgrading of our aircraft and air defense equipment. This forms part of the priorities of the Flight Plan harmonized with the organization’s strong drive for research and development.

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Doctrines

With the shift of focus from internal security to territorial defense, it is necessary for the PAF to identify and develop doctrines that will institutionalize understanding on the essential elements of territorial defense. These will likewise be the basis for future doctrines to be created. With this, the PAF aspires to publish priority doctrines relevant to air defense operations at the strategic, operational, and tactical levels.

The arrival of new air defense equipment should always be complemented by appropriate facilities and infrastructure to ensure the proper utilization of platforms. Well maintained infrastructure ensures that the equipment is safely housed and likewise guarantees the delay in

deterioration. The base development Execution Plan intends to rehabilitate existing territorial defense base facilities to complement existing air defense equipment; and intends to create new facilities based on future capability development. .

Base Development

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Values

Values are the foundation of our journey to transformation. The PAF endeavors to continue strengthening military values for all personnel to ensure effective mission performance. This is achieved by enhancing the spirituality of personnel

through the Pastoral Care program and by further developing the principles of discipline, law, and order through the PAF Organizational Excellence Program.

Budget, Finance, and Stakeholder Support

The realities brought by budget prioritization in a developing country translate to tight and limited defense appropriations. Flight Plan 2028 will endeavor to optimize funding for Capability Development as well as determine alternate source of funds through support from the PAF’s stakeholders. The air defense capability of the PAF has weakened throughout the years. To reinforce the modernization efforts of the PAF, the organization aims to gather stakeholder support by promoting accountability and transparency through the implementation of different programs

and systems. This goes hand in hand with integrating the Flight Plan to the existing systems to link programs with the budget. Identification of budget requirements is primordial to the accomplishment of the objectives of the Flight Plan. In more ways than one, modernization is heavily dependent on the budget. Present activities are focused on determining funding requirements for programming on the budget for the following year. It is for the first time that the Program Objective Memorandum (POM) was aligned to the objective of the flight plan.

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CHAMPIONS OF STRATEGY EXECUTIONThe PAF Flight Plan 2028 Technical Working

Group (TWG) is an assembly of the deputies of the Coordinating Staff and chiefs of selected Personal and Special Staff of the Commanding General, PAF. The TWG is the core group tasked with guarding the design and the implantation of the Flight Plan. They are also tasked with promoting the sustainability of the PGS.

The following are the duties and responsibilities of the TWG:

1. The Technical Working Group (TWG) is responsible for institutionalizing and incorporating the PGS in the organization’s operations.

2. The TWG makes sure that interventions are implemented on-time and as planned.

3. The TWG makes sure that performance and governance are part of the organization’s culture. They make governance their personal advocacy.

4. The TWG ensures that the PGS outputs and systems blend well with existing processes and directions of the organization. They identify convergence points to ensure that the PGS and current systems don’t contradict nor duplicate but rather complement one another.

5. The TWG tests the feasibility of the strategies and targets set. They test whether a strategy is necessary and/or implementable. Furthermore, they provide technical advice to the Head on how to go about the planned direction and intervention.

6. The TWG clarifies the strategy of the organization and ensures that there is a clear and common understanding of such within and outside the organization.

7. The TWG ensures that the organization remains focused on its strategy and alerts potential disconnect to the strategy. They analyze the impact of plans and policies on current strategic direction of the organization.

8. The TWG checks the monitoring infrastructure to ensure that the system is in place.

The Air Force Strategy Management Office’s primary role is to oversee the overall implementation of the Flight Plan. It is likewise tasked to monitor the development and execution of strategies. Furthermore, it is incumbent that the office communicates these strategies effectively to ensure activities are aligned with the objectives of the Flight Plan. The office should have a clear cut way of monitoring the progress of the strategies and ensure the commitment of the PAF to the governance program.

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The various roles that are portrayed by the AFSMO are profoundly explained by the framework provided by the PGS. The Command is represented by the Chief AFSMO and is aided by the Assistant Chief AFSMO. The AFSMO has four directorates catering to the ten basic functions that the office has to perform. Accordingly, the roles are separated into ten (10) functions. First of which is Strategy Development; which involves the creation, development, and update of existing strategies that are aligned with the enterprise goal.

Another is Scorecard Management; which involves the design and the regular monitoring and report of the scorecard.

Third is the Organizational Alignment which ensures that the goal of the organization is in line with its vision and that the goals of the lower units are in line with the breakthrough goals of the organization.

In conjunction, the AFSMO is also involved in human capital alignment which makes sure that each and everyone in the organization is aligned with the strategy that is implemented.

Next is Planning and Budgeting which is considered essential to the execution, update, and maintenance of strategies.

Sixth is Strategy Communications which is a comprehensive communication and education process that is focused on the strategy.

Seventh is Initiative Management which is done to identify and oversee if the strategic initiatives are being met.

Next is the Review Process which is performed periodically to ensure the effectiveness of strategy reviews and learning meetings.

Furthermore, the OSM is also responsible for the sharing of best practices which is done by facilitating the identification and the sharing of best practices in terms of strategy and strategic management.

Last is the Management of the Multi-Sector Governance Council (MSGC) which is tasked to closely coordinate with the MGSCs to pursue the programs in support of the organization.

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MULTI-SECTOR GOVERNANCE COUNCIL (MSGC)

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MSGC

Government

Business Media

The Philippine Air Force Multi-Sector Governance Council is a body created through the mandate of championing the PAF Flight Plan to the organization’s stakeholders to encourage support and participation. The council is expected to provide expert advice in the implementation and improvement of transparency and accountability of the PAF Flight Plan 2028.

The MSGC is composed of representatives from various sectors of society such as business, media, academe, and government. The council is regarded as an important governance mechanism which will ensure the implementation of the PAF Flight Plan 2028. It is also expected from the council to provide guidance regarding PAF’s policies, plans, and programs related to its reforms initiatives.

The functions of the MSGC are as follows:

1. Provide policy guidance and/or recommendations to the PAF which will help steer the organization toward the achievement of its vision and strategy;

2. Assist the PAF in aligning its policies, plans, and programs with its transformation initiative;

3. Monitor and assess the implementation of the various PAF Flight Plan initiatives which are critical for the PAF in achieving its desired breakthrough results;

4. Evaluate the PAF’s performance relative to its scorecard;

5. Validate strategy review and assessment reports;

6. Assist the PAF in generating additional resources for the PAF Flight Plan (i.e. donations, grants, etc.);

7. Advise the organization on possible resource generation programs and/or activities;

8. Support the PAF’s advocacy thrust of promoting good governance by advocating the PAF Flight Plan 2028 to its stakeholders;

9. Help generate public support for the PAF Flight Plan 2028; and,

10. Assist the organization in building meaningful and lasting partnerships with key sectors and stakeholders.

A minimum of nine (9) and maximum of twelve (12) members shall compose the MSGC. The process of selection is made through careful deliberation and screening. It is ideal that members shall represent a diverse field of professional expertise which is highly contributory to the objectives of the Flight Plan. Members of the PAF MSGC will then be chosen and invited by the Commanding General, PAF.

The CG, PAF shall appoint the Chairman and its members who shall serve for a term of one (1) year. If a member resigns before the expiration of his/her term, the CG, PAF through recommendation of the PAF TWG shall select a candidate as replacement who shall serve in the Council for the remaining term. CG, PAF, at his discretion, may reappoint members of the PAF MSGC provided that said members also accept the invitation to renew their membership.

First on the list of the MSGC members is Congressman Francisco Ashley Acedillo. He entered the Philippine Military Academy in 1995 and graduated belonging on the top 10% of the “Masikhay” Class of 1999. He was a consistent dean’s lister and commandant’s list awardee. Currently, he is one of the two representatives of Magdalo in the House of Representatives. He serves as Vice Chairman of the Committee on Globalization and World Trade Organization and sits as member of six (6) major committees.

Second on the list of the council is Congressman Romeo Acop. He graduated from St. Louis University as scholar with a degree in Engineering in 1965. He then studied at the Philippine Military Academy and even placed 8th on their graduation. He is currently on his second term as the Representative of the 2nd District of Antipolo. He is a retired General of the Philippine National Police.

Next is Assistant Secretary Tina Rose Marie Canda. She graduated cum laude with a degree of Bachelor of Arts in Economics at the University of Santo Tomas in 1982. She currently sits as the Assistant Secretary of the Department of Budget and Management and concurrent Director of the Budget and Management Bureau “D” of the DBM.

Professor Nieves R. Confesor holds a Master in Public Policy and Administration degree from Harvard University, and a Business Administration degree from the Graduate School of Business at the Ateneo de

Academe



Resource Person

Mr. Manuel Pangilinan is one of today’s most notable influencers. He took up Bachelor of Arts in Economics at Ateneo de Manila University and graduated cum laude. He then received his Master of Business Administration at the Wharton School of the University of Pensylvania. He currently sits as the Chairman of leading companies in the Philippines such as Philippine Long Distance Telephone Company, Smart Communications, TV5, Philex Mining, Meralco, and Metro Pacific Investments Corporation. Mr. Pangilinan is also known to be a leading advocate of Public-Private Partnership in the country.

Hon. Francisco Ashley Acedillo

BGen Antonio Tamayo AFP (Res)

Prof. Nieves Confesor

Atty. Gilbert Teodoro

Hon. Romeo Acop

Hon. Siegfred Mison

Asec. Tina Rose Marie Canda

Prof. Prospero De Vera III, DPA

Manila University. She is now a member of the faculty of the Asian Institute of Management and a core faculty at its Center for Development Management and the Executive Education and Lifelong Center. She also sits as independent director and trustee of various companies and non-government organizations. She currently serves as the Chairperson of the Government Peace Panel negotiating with the Communist Party of the Philippines/ National Democratic Front/ New People’s Army (CPP-NDF-NPA).

Among the MSGC members is Professor J. Prospero de Vera III. He took up Master in Social Science at De La Salle University and Doctor of Public Administration at the University of the Philippines. He is the incumbent Vice President for Public Affairs at the University of the Philippines. He also teaches at the National College of Public Administration and Governance of UP. De Vera is the Former Director for Center for Policy and Executive Development and Center for Leadership, Citizenship, and Democracy at UP.

Our next MSGC member, Commissioner Siegfred Mison, holds multiple licenses and degrees. He was admitted to the Integrated Bar of the Philippines in 1997, Illinois Board of Admissions to the Bar in 2006, and State Bar of California in 2006. He currently sits as the commissioner of Bureau of Immigration. He is one of the Board of Trustees of Kabayanihan Foundation, a non-stock, and non-profit organization whose aim is to promote a culture of greatness in the Filipino. He also served as an officer of the Armed Forces of the Philippines from 1987-1999.

Next on the list would be Brigadier General Antonio Tamayo. He spent his undergraduate days

at the University of Santo Tomas. He then studied at the Philippine College of Hospital Administrator in 1981 and at the Southeast Asia Interdisciplinary Development Institute in 2001. Currently, he sits as the Chairman of the Board, CEO, and President University of Perpetual Help System JONELTA. He is a Brigadier General in the PAF Reserve Force.

Completing the list of the MSGC members would be Atty. Gilberto Teodoro. He took up Bachelor of Laws at the University of the Philippines in 1987 and aced the bar examination on that same year. He was admitted in Harvard Law School where he obtained Master of Laws in 1997. He currently sits as an Independent Director at Banco de Oro.

COMMUNICATION INITIATIVE

A Strategic Communication Plan (StratCom), as an organizational intervention, reinforces present communication mechanisms already institutionalized in an organization. The PAF StratCom plan is a product of the collaborative undertaking of the Assistant Chief of Air Staff for Civil Military Operations (OA-7). The plan has two goals, communicating the plan and results. Both are intended to deliver the flight plan to the stakeholders through themes, media, and messages. More importantly, the plan intends to generate feedback from these stakeholders which will equip the PAF with a sound basis in determining the strategic impact of Flight Plan activities that are being implemented.

Communicating the Plan involves generating awareness of the Flight Plan to the entirety of the organization. This is achieved through activities such as information drives and ad campaigns. This encourages not only the internal stakeholders, but also external stakeholders, to inquire and become interested in the Flight Plan. Another way is to integrate the communication of the plan in the institutionalized activities of the organization to keep all personnel aware and updated. Examples

of these activities are command conferences, governance forums, or the inclusion of the flight plan in the PME curriculum of the PAF. The other goal of the Strategic Communication Plan is to communicate the results. This is achieved through the implementation of execution plans. The organization will eventually become aware of the Flight Plan once the execution plans produce results. It does not necessarily mean that the targets indicated in the execution plans must be attained before seeing results; the minute progress that the PMTs make every week will eventually snowball to become tangible results which will make the Flight Plan known throughout the organization.

The PAF Strategic Communication Plan has three (3) phases: the General Awareness Program, the Internalization Program, and the Institutionalization Program. Activities for each phase are not totally disparate which explains the occurrence of simultaneous activities as the initiatives are being implemented. As the phases evidently show, the end goal for Phase 1 is general awareness, while for Phase 2 is internalization while for the last phase is institutionalization.

GENERAL AWARENESS INTERNALIZATION INSTITUTIONALIZATION

PAF STRATEGIC COMMUNICATION PLAN

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The Flight Plan has brought some early gains and quick wins for the organization. One of the most notable is the recent arrival of the first of three C-295 medium lift transport aircraft from Seville, Spain which will play a key role in the modernization of the PAF’s transport fleet. The aircraft is intended to be used for a wide variety of military and humanitarian missions. More aircraft and other platforms are also in the pipeline for acquisition and delivery.

On the other hand, two AW109P Power helicopters commissioned by the Armed Forces of the Philippines dedicated to the PAF arrived in the country in December of last year.

Newly acquired equipment is the two new lead in FA 50 fighter jets from South Korea. The first batch of the aircraft is expected to be delivered on January 2016. Three pilots are currently undergoing flight training at the KAI Facility in Sacheon City; 1st Fighter Wing, Gwangju Air Base and 16th Fighter Wing, Yecheon Air Base in South Korea.

Next is the approved budget for the different base systems development projects that was earlier developed in the flight plan. These projects cover the major bases of the PAF that is in need of repair and likewise the construction of facilities that will house the future equipment of the PAF. In relation to this, one of the major bases of the PAF, Basa Air Base in Floridablanca, Pampanga is soon to undergo rehabilitation of its current facilities. Furthermore, the reactivation of the 5th Fighter Wing, also located at the Basa Air Base, is as well proceeding as planned. The component units of the wing is under the process of being created and are slated to be activated by not later than the second quarter of CY-2015. As seen from the Doctrines Execution Plan, five doctrines are

already in the pipeline; one of which will be published by December 2015.

One proof of the organization’s initiative of constant development of processes is the awarding of the 420th Supply Wing with certification for ISO 9001:2008 for the unit’s quality management system last 02 March 2015.

LINK TO BUDGETAlignment with the budget is essential for the

smooth implementation of the execution plans. Budgeting for programs, activities and projects require planning especially in the government sector where the budget is determined a year before the actual funding takes place. The PAF, being a National Government Agency, needs to conduct extensive strategic planning to encompass all of its requirements for the activities to be conducted the following year.

The PAF understands the underlying need to link Flight Plan activities to budget. This explains the tedious process practiced by the different Flight Plan PMTs in the determination of both funded

and unfunded activities. Understandably, the fiscal program had already been laid-out for 2015. The thrust therefore is to capitalize on the material time available to program succeeding years activities with the appropriate fund allocation. With the development of the Flight Plan, significant inputs have already been identified for inclusion in the Program Objective Memorandum (POM) of the PAF for 2016 to 2021. The POM is the primary reference in the crafting of inputs for the Defense Planning Guidance which dictates major organizational development in the Armed Forces of the Philippines.

EARLY GAINS

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Annexes

Organization

Training



Equipment

horizon 1

horizon 2

Human Resources

Doctrines



Base development

TIMELINE - 2015Values

Budget , Finance , And Stakeholder Support

Stratcom Framework



stratcom phasing

PAF Flight Plan 2028 Project Management Team

Foreword · 2018-11-13 · The Philippine Air Force (PAF) of today is a result of the collective...

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