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Foreword

The issue of reform and transformation is a primary concern for the


Philippine Air Force. Today’s multidimensional security environment on the
one hand and resource constraints and demands of public accountability on the
other requires that PAF future development must ensure sustainable force modernization
that is aligned with the larger transformation efforts of the Armed Forces of the Philippines
while institutionalizing good governance in crafting the ends, ways and means of its strategies.

The Philippine Air Force Flight Plan 2028 is the Service’s response to the aforementioned
challenges. What makes the Flight Plan remarkable is that it builds on the PAF’s long-estab-
lished culture of strategic planning while integrating new strategy innovations such as the
Philippine Governance System (PGS).

The Flight Plan validates the wisdom and soundness of earlier PAF strategic planning
initiatives by reaffirming the vision of a professional and competent air force responsive to
national security and development as well as its core values of Integrity, Service above self,
Teamwork, Excellence and Professionalism. Building on these foundations, the PGS framework
guided the Service in identifying the important waypoints towards it vision through its break-
through goal, the core and supporting processes that becomes the blueprint for implementation,
and the specific activities, targets, timelines and responsible units and offices to ensure coher-
ent, comprehensive and systematic implementation of the strategy. At the same time, it satisfies
the requirements of accountability to its stakeholders by making them active partners in seeing
through its completion.

Through this Flight Plan, the Philippine Air Force is charting its future course as part of a
united and mutually supporting AFP Team. Equally important it is mapping the path towards
its vision and the performance of its mandate along the lines of reform and good governance.

JEFFREY F DELGADO
Lieutenant General AFP
Commanding General
Table of Contens
The Philippine Air Force (PAF) is the air arm of the Armed
Forces of the Philippines (AFP) mandated “to organize, train,
and equip forces for prompt and sustained air operations for the
defense of the Philippines.” By this mandate, the vital role of
the PAF is to provide a credible air defense against external threats.

Today, the PAF performs various roles and missions such as


territorial defense (TD), maritime security (MarSec), disaster response (DR),
internal security operations (ISO), support to national development (SND),
international humanitarian assistance and peace support operations
(IHA/PSO), international defense and security engagements (IDSE) and
force level command and control, training and support (FLC2TS) which
immensely contributed in promoting national security and development.
Given the present PAF capabilities, majoriy of Filpinos has these
impressions for the PAF in mind:

(1) It is one of the weakest in the region, and;

(2) It needs to modernize to deal with the bullying of other foreign


actors in the West Philippine Sea.

There is therefore a compelling reason for a transformation for the Command,


especially in light of the need to provide credible territorial defense and air and
maritime domain awareness so as to ensure the protection of
the people and the country’s sovereignty and territorial integrity.

In support to the earlier reform initiatives of the National Government, the


Department of National Defense and the AFP, the PAF formulated a 14-year
strategic plan to serve as its transformation plan, the PAF Flight Plan 2028.
It highlights the commitment of the PAF to pursue genuine reforms founded on
good governance and performance excellence. It emphasizes a comprehensive
approach covering the entirety of the PAF organization and its operations.
PERFORMANCE demands the delivery of the expected level of
results from a clear set of measures, targets, and initiatives that serves as a
yardstick for measuring and evaluating the success of the organization. The
objective of performance is to veer away from a word-based reporting of
progress towards a score-based reporting of progress that can easily be
validated.

The establishment of a common scorecard system acceptable to the


stakeholders will benefit the PAF in two ways:

This will allow the organization to be transparent in its conduct of


business, in the same way, to be accountable to certain targets that are deemed
valuable to the stakeholders.

This will enable the organization to report on performance


gains and on historical performance progression through objective
scores and data that can be subjected to public scrutiny and validation.
In effect, there will be a common scorecard system to judge whether the PAF
is a highly performing organization or not.
GOVERNANCE gives greater emphasis on the institutions more than
the personalities. As the PGS aspires to become the governance frame-
work of the PAF in active partnership with the stakeholders, it focuses on
programs and projects that can continue beyond the current leadership and
can survive the changes in the command. These programs and projects can be
mechanisms to build a better and stronger PAF.

In effect, perspectives are changed from short-term to long-term


resulting in the creation of proactive strategies that address interconnected
issues and not of reactive tactics that address mainly a single issue.

SYSTEM requires situating all activities and components of the PAF as


mechanisms in reinforcing the strategic direction that the organization
intends to pursue. This necessitates:

* Looking at the strategic direction of the PAF and relating it to the


organization’s current operations;

* Linking all the systems of the PAF to work on the strategy; and

* Allowing the long-term strategy of the PAF to determine the


short-term direction that will be pursued by the organization.

Deliberating through systems will increase the awareness on how the PAF
and its elements must be analyzed drawing on a stronger command of the
cause and effect relationship among the elements of the organization – Core
Values, Mission, Vision, Strategy Map, Governance Scorecard, Units
and Offices, Internal and External Stakeholders, Strategic Priorities, and
Performance Reports.
III. The Flight to Initiation
Historically, strategic planning originated from the military and this is the
reason why it has been a backbone of the Air Force management. It is a constant and periodic
activity that never left the Air Force system. In like manner, good governance is
continuously integrated into the Air Force methods and processes to ensure accomplishment of
tasks whether it be related to the mandate, humanitarian assistance, or national development.

In tune to its military way, in 2005, the Philippine Air Force conducted a
Strategic Planning Workshop in order to guide the design of the future Air Force. PAF
officers came up with the vision “A Professional and Competent Air Force Responsive to
National Development and Security.” A vision which, still stands even after more than a decade.

In the same year, another workshop identified the PAF Core Values. These were Integrity,
Service, Teamwork, Excellence, and Professionalism or InSTEP.

In 2009, PAF Core Values Program were strengthened as part of


enhancing good governance. Activities involved the conduct of Air Force
Leadership Excellence (AFLEX) Workshops, and PAF Leadership Excellence and Core Values
forum (PAFLECVF) which enhanced values-based leadership.

The Philippine Air Force also implemented good governance initiatives. And as
part of the Good Governance Program, administration and management reforms were
instituted which included, automation of financial and resource management
operations to eliminate red tape and promote transparency. Other information technology-based
financial management were introduced such as the Commercial Claims and Payment System, Data
Base Management System, and the Financial Collateral Payment System.

In 2010, PAF adopted the Defense System of Management (DSOM) which


connects and integrates PAF with AFP planning. In the same year, PAF conducted the Strategic
Planning Course (SPC) which is continuously conducted up to now. Recently, PAF came up with
the Flight Plan Book 1 which was a product of the Strategic Planning Course Class 04-2013.
Likewise, SPC Class 05-2014 came up with the PAF Flight Plan Book 2 with a roadmap or strategy
map that is aligned to the AFP Transformation Roadmap.

Aside from those mentioned, Quarterly Unit Accomplishment and Scorecard Assess-
ment Review (QUASAR) was implemented to all PAF units beginning 2012. QUASAR provided
amechanism to review unit performance and implementation of plans and programs every quarter.



Needless to say that the processes, programs, initiatives and activities which
relates to strategic planning and transformation have long been inherent in the existence
of the Philippine Air Force. PAF Medium Term Plans (MTP) were already in place which
guided PAF strategies. Consequently, Philippine Air Force Short Term Plan (STP) which is a
strategic-operational blue print for the current and near term operations, as well as,
organizational, human resources and capability development of the PAF were crafted in line with the
MTP. These embodies the thrusts, objectives, programs of activities and projects of PAF.
Currently, the 33rd CG, PAF’s Command Thrust is to align PAF Transformation to
the Department of National Defense (DND) and AFP Transformation Roadmaps. In line
with this, collaborati0n with the Institute for Solidarity in Asia (ISA) for the development
of a Flight Plan utilizing the PGS pathways led to the realization of the following activities:
IV. Initiation Outputs

The PAF, in its journey to becoming an island of good governance, utilized the Performance
Governance System Framework. To be able to succeed in the framework’s first stage, initiation,
the PAF, in coordination with the ISA, organized a series of sessions to be able to produce the
following components that serve as the foundation of what is presently called the PAF Flight Plan 2028.

Governance Charter Statement

The Governance Charter Statement encompasses the organization’s Core Values,


Mission and Vision statements. 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. The PAF Mission Statement is “To organize, train, equip, maintain, and
provide forces to conduct prompt and sustained air operations to accomplish the AFP
Mission”. The organization’s Vision Statement is to be “a professional and competent Air
Force responsive to national security and development”. The Governance Charter Statement
serves as the foundation of the organization and is entrenched in everything that it does.
Strategic Change Agenda

Modernization of military hardware has been the wave of the future and PAF
has started to adapt a more flexible and modernized system. The PAF Flight Plan
VVVStrategic Change Agenda is aimed towards providing not only the current Air Force,
but the future airmen and women the flexibility they need during these modern times.
The Strategic Change Agenda sets the context of the organization’s PGS. It is basically a
“levelling-up” of certain aspects in the organization that will ultimately contribute to the enter-
prise goal. This was formulated during the Pre-Workshop Session after the initial Breakthrough
goal was established.

In the past, the focus of the government was mainly with the issue of internal
security; i.e., winning the peace while putting the struggle with the New People’s Army (NPA),
the Moro Islamic Liberation Front (MILF), the Moro National Liberation Front, the CPP,
and the NDF at bay. Presently, the PAF wants to direct its focus on Territorial Defense with
added emphasis on the West Philippine Sea due to the growing Chinese aggression accom-
panied by its current activities that compromises the sovereignty of the Philippine territory.

Unfortunately, the Philippines does not have the capability to fully secure the
Philippine Air Defense Identification Zone (PADIZ), which only covers half of the archipelago.
With the coming years, the PAF is aiming to procure equipment that will enable it to not only
secure the entire PADIZ but also have the capability to maintain a minimum defense posture.

Relative to this, the PAF aspires to take its current Air Defense Organization which con-
sists of several individual units and develop it into an integrated Air Defense Command through
force restructuring.

Along this line, the PAF would also aspire to meet the existing trend of modernization to
enable the organization to effectively perform and attain its goal of becoming a professional and
competent Air Force responsive to national security and development. It plans to achieve this by
means of procurement of more modernized equipment and

Whereas PAF personnel are trained according to the equipment and capability that they
currently possess, in the future, the PAF wants its personnel to be trained and given mastery of
not only their existing equipment but likewise capability that is yet to come. This ensures that
the personnel assigned to specific materiel are fully equipped with the knowledge needed to
efficiently operate and maintain the unit.

The PAF likewise moves towards proactive base conversion which fol-
lows the arranged master development plan. On the Support System, the PAF wants
to move away from its current manual maintenance capability and move towards
automated maintenance capability which is also applicable to modern equipment.
On Human Resource System of the PAF, the organization, in the past, used to perform
“Warm Bodies Recruitment” which does not take into account the person’s skill set when
being assigned, resulting in a high Mal-Assignment Rate. The
organization wants to change this and align personnel educational background,
training and experience to their assigned jobs in order to optimize productivity.

In terms of Organizational Culture, the PAF wants to improve its Values System by
veering away from its usual Values Formation separate from skills training and instead
integrate the former for to the latter for it to become ingrained not only during their
basic military training/ officership training but also during their duration in the service.

Development is highly finance-dependent. And the PAF’s current bud-


get is a far cry from what it actually requires to begin the changes needed for the
organization. The PAF would like to change this from our present annual funding
towards annual funding increased by means of supplemental budget and multi-year funding.
Breakthroughs

The PAF formulated its breakthrough goal; that is to “build capacity 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. This Breakthrough Goal was refined through various sessions
starting from the Breakthrough Session, the first of a series of sessions dedicated to
developing the fundamental tools needed by the Performance Governance System (PGS) to be
fully functional.

To formulate the initial breakthrough goal of “Expanding capability to detect, identify,


intercept, & neutralize intrusions in the PADIZ and the West PH Sea from Readiness 4 to
Readiness 2 by 2022”, the session facilitator, Mr. Christian P. Zaens, the Executive Director of
the ISA asked the participants of the Breakthrough Session to suggest a single breakthrough,
collated all of their suggestions, and grouped them to formulate the initial breakthrough goal.

This Breakthrough goal was repeatedly refined by the Technical Working Group during
the Pre-Workshop Session, and again during the various Clean-up sessions to come up with
what it is at the present.
Strategy Map

Aside from the refinement of the Breakthrough Goal and the formulation of the Strategic Change
Agenda, another product of the Pre-Workshop Session with the Flight Plan Technical Working Group
is the initial version of the Strategy Map. The Strategy Map is an essential tool for the Flight Plan 2028
because it contains a 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 levels: the Mission Statement
and the Core Values, the Support Process, the Core Process, the Breakthrough, and the Vision Statement.

The Vision Statement is placed at the apex of the Strategy Map because it signifies the end
goal of the PAF. The Breakthrough is positioned below the Vision Statement because it is the
embodiment of the organization’s Vision and it is what the PAF wants to deliver to its constituents,
the Filipino People. The Core Processes are considered as the major activities that the organization
should perform to be able to achieve its breakthrough whereas the Support Processes are done
to ensure that the Core Processes are smoothly executed. The Mission Statement and the Core
Values are placed at the base of the strategy map because these two serve as the rigid and unchanging
principles that will guide the organization in undertaking the journey to their breakthrough goal.
Strategic Initiatives

The PAF Flight Plan Development Seminar Workshop was held last August 28
to 29 2014 at the Hotel Kimberly in Tagaytay City with the goals of finalizing the Strat-
egy Map first devised in the Pre-Workshop Session, and creating the Strategic initia-
tives and the Governance Scorecard. To formulate the strategic initiatives, the attend-
ees of the workshop were grouped together to form teams that were tasked to address
a specific objective found in the Strategy Map. After an orientation of the PGS and an
overview of what their role is as participants of the workshop, they convened to create
initiatives that attend not only to their specific facet of the Strategy Map but in addi-
tion the respective change agenda that is associated with that process. The basis for
selecting the initiatives are documented through their individual Initiative Measures
(Annex)
Governance Scorecard

Subsequent to the formation of their respective strategic initiatives, the groups


then determined specific measures and annual targets to follow of the progress of their
initiatives. The Governance Scorecards together with the Strategic Initiatives were
presented before the Leadership Team and Mr. Christian P. Zaens for initial scrubbing. The basis
for their preference of measure is documented using their individual measure profiles (Annex).