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PAF FLIGHT PLAN 2028

VISION: A professional and competent Air Force responsive to national security and development 1
 ARMED FORCES OF THE PHILIPPINES
HEADQUARTERS PHILIPPINE AIR FORCE
OFFICE OF THE COMMANDING GENERAL
Col Jesus Villamor Air Base, Pasay City

Foreword
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 DELGADO
Lieutenant General, AFP

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 PAF FLIGHT PLAN 2028

TABLE OF CONTENTS
Foreword .........................................................................i
I. CONTEXT SETTING ....................................................1
a. Performance Governance System .....................2
II. THE JOURNEY TO COMPLIANCE ................................3
a. AFP Governance Exposition ..............................5
b. Establishment of AFSMO ..................................5
c. Execution Planning Session ...............................6
d. Process Coaching Session .................................6
e. Information Drive .............................................7
f. First Multi-Sector Governance Council Conference ...7
III. GOVERNANCE CHARTER STATEMENT .......................8
IV. BREAKTHROUGH GOAL ............................................9
V. STRATEGY MAP ........................................................10
VI. GOVERNANCE SCORECARD AND PERFORMANCE HIGHLIGHTS ..11
VII. CASCADING PHILOSOPHY ........................................13
VIII. 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, and Stakeholder Support ......18
IX. CHAMPIONS OF STRATEGY EXECUTION ...................19
X. MULTI-SECTOR GOVERNANCE COUNCIL...................21
XI. COMMUNICATION INITIATIVE ..................................23
XII. LINK TO BUDGET ......................................................24
XIII. EARLY GAINS .............................................................24
XIV. ANNEXES.... ...............................................................25

VISION: A professional and competent Air Force responsive to national security and development ii
CONTEXT SETTING
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.

STRATEGIC CHANGE AGENDA

CURRENT KEY RESULT AREAS FUTURE
Internal Security Operations Focus Territorial Defense
Full Air Defense Capability for PADIZ
Unable to Enforce PADIZ Capability
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
Strategic, Competency-Based Re-
Warm Bodies Recruitment HR System
cruitment
Limited Application and Not Respon- Relevant to Current and Future Re-
Doctrine
sive to Future Requirements quirements
Manual Maintenance Capability for Automated Maintenance Capability
Support System
Legacy Equipment for Modern Equipment
Research and Devel- Strategic-Needs Driven, Collaborative
Tactical-Needs Driven
opment and Multi-Disciplinary

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

GAA + Supplemental Budget + Multi-

Annual funding from GAA Funding
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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 PAF FLIGHT PLAN 2028

Performance
Governance System

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.”

VISION: A professional and competent Air Force responsive to national security and development 2
THE JOURNEY TO COMPLIANCE
After satisfying the requirements of the Initiation its breakthrough goal. Cascading is conducted to
Stage, the PAF is now in the Compliance Stage ensure the proper implementation of the strategy
– the second stage of the PGS pathways. This through production of lower-level scorecards,
stage is focused on strategy execution through scoreboards, or execution plans that are directly
alignment of strategic units and establishment of contributory to the achievement of breakthrough
mechanisms to align the PGS with the existing goals. The said cascading mechanism must be
processes of the organization, while the former formalized and rationalized in order to produce
stage guided the organization in creating the first- quick wins within the organization.
level outputs to bring the organization closer to

March 11, 2015

March 09-10, 2015 PAF

March 02-05, 2015 PAF Flight Plan

at Colonel Jesus

Process Coaching Session

January 28, 2015
at Agunod Hall, PAFPMC, CJVAB,

January 27, 2015 Execution Planning Session

at HSSG Multipurpose Hall, CJVAB, Pasay City

Activation Ceremony, AFSMO

January 21, 2015
at Agunod Hall, PAFPMC, CJVAB, Pasay City

December 17, 2014 AFP Governance Exposition

at AFPCOC, CGEA, Quezon City

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 PAF FLIGHT PLAN 2028

March 23-25, 2015 PAF Flight Plan Information Drive

at Edwin Andrews Air Base, Zamboanga City

March 19-21, 2015 PAF Flight Plan Information Drive

at BGen Benito N Ebuen Air Base, Lapulapu City

March 17-18, 2015 PAF Flight Plan Information Drive

at Antonio Bautista Air Base, Puerto Princesa City, Palawan

March 13, 2015 PAF Flight Plan Information Drive

at Fernando Air Base, Lipa City

PAF Flight Plan Information Drive

March 12, 2015
at Danilo Atienza Air Base, Cavite

PAF Flight Plan Information Drive

at Basa Air Base, Floridablanca, Pampanga

Flight Plan Information Drive

at Clark Air Base, PAF (Air Force City), Angeles City, Pampanga

Information Drive
Villamor Air Base, Pasay City

Pasay City

VISION: A professional and competent Air Force responsive to national security and development 4
AFP Governance Exposition
After the Initiation Stage Revalida, the PAF well as other PGS practitioners. More importantly,
then prepared for the organization’s participation the forum paved the way for the PAF to become
in the AFP Governance Exposition organized aware of the best practices of organizations
by the Office for Strategic Studies and Strategy especially those who have progressed through
Management (OSSSM) held at the AFPCOC last the succeeding stages of the PGS pathways and
December 17, 2014.The activity served as a venue have already been institutionalized. The event
for the PAF to exhibit its crafted transformation was attended by no less than the Chief of Staff of
strategies alongside that of the other services as the AFP and all Major Service Commanders.

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.

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 PAF FLIGHT PLAN 2028

Execution Planning Session

One of the hallmarks of the Compliance Stage and corollary Project Management Teams (PMTs)
is the creation of execution plans as a tool in to the rudiments of cascading the Flight Plan
cascading the Flight Plan Strategy. Last January strategy. The whole gamut of the exercise enabled
27, 2015, an Execution Planning Session was participants to comprehend not only the basics but
conducted with the goal of orienting members understand the pitfalls as well in the execution of
of the PAF Flight Plan Technical Working Group 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.

VISION: A professional and competent Air Force responsive to national security and development 6
Information Drive
The AFSMO organized and administered an be required to create unit scorecards. Among the
information drive across all the major bases of objective of the information drive is to impress
the PAF as part of its initiative to cascade the upon all personnel that while general awareness is
Flight Plan from the top management down to the initial goal, a growing expectation for a deeper
the lower units. The objective of the activity is not understanding and gradual internalization are the
only to orient all personnel of the basic information ultimate advocacy. Eventually, it is desired that
regarding the Flight Plan but likewise to prepare individual ownership of the plan will materialize.
all units for the Proficiency Stage where they will

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 plan. The occasion gave the PAF an opportunity to welcome
apprised of their significant role in the revered professionals and appropriately recognized them as
successful pursuit of the goals of the part of the PAF family.

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 PAF FLIGHT PLAN 2028

GOVERNANCE CHARTER STATEMENT

Core Values The Governance Charter Statement encompasses the

organization’s Core Values, Mandate, Mission, and Vision

Integrity
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

Service
and sustained air operations to accomplish the AFP
mission.”

The PAF core values are contained in the word

Teamwork
“InSTEP” which stands for Integrity, Service above
self, Teamwork, Excellence in everything that we do,
and Professionalism.

To be “a professional and competent Air

Excellence
Force responsive to national security and
development” is PAF’s Vision.

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

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

VISION: A professional and competent Air Force responsive to national security and development 8
BREAKTHROUGH GOAL

The Breakthrough Goal is the manifestation of threats to national security that challenge our
the organization’s vision statement. This serves country’s sovereignty.
as the entire organization’s aspiration and the
ultimate goal of the transformation roadmap. The resulting goal the PAF core group
The creation of the Breakthrough Goal is the first categorized as inherently “breakthrough” for the
session held by the PAF regarding Flight Plan organization is for PAF to “Build capability to
strategy development. The session was held last detect, identify, intercept, and neutralize intrusions
August 14, 2014 wherein the top leaders of the in the PADIZ and the West Philippine Sea from
PAF gathered and enthusiastically engaged in a Area Readiness 4 to Area Readiness 3 by 2022
Strategic Planning Session. The general approach and in the entire Philippines from Area Readiness
was to identify a goal which would constitute the 3 to 1 by 2028.” This goal can be gleaned as
embodiment of truly effective and relevant air force categorically Territorial Defense in operation. It
organization. Given all the competence required to bespeaks the need for the PAF to address the
fulfill its mandate, the propagation of airpower and overarching concern to be true to its mandate of
the various dimensions in operations it amplifies, providing the needed air defense for the country.
became the focal considerations. After all, the As such, the goal prompts a transformation
degree of airpower an air force organization can wherein organizational processes are revisited
project, dictates its perceived effectiveness. More and assessed with the end view of generating for
so, this was conceptualized bearing in mind the the PAF a truly genuine reform.

By 2022 By 2028

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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 PAF FLIGHT PLAN 2028

STRATEGY MAP
The Strategy Map is an essential tool for the the Breakthrough, and the Vision Statement.
Flight Plan 2028 as it contains the visual statement On hindsight, the strategic perspectives provide
of the organization’s Breakthrough Goal and the a vivid illustration on how the elements in the
various processes that it needs to perform in Strategy Map relate to each other.
order to achieve it. The map is divided into five
components: The Mission Statement and the Core
Values, the Support Process, the Core Process,

VISION: A professional and competent Air Force responsive to national security and development 10
Governance Scorecard and Performance Highlights

Key Result Area Objective

Restructure the air defense organization from independent units

Organization
in 2015 to an integrated command by 2022

Provide mission essential tasks to support air defense capability

Training
and upgrade

Acquire and upgrade air defense equipment complemented by

Equipment
research and development for Territorial Defense (TD)

Develop doctrines relevant to air defense operations at the

Doctrines
strategic, operational and tactical levels

Integrate Values formation in the skills development of strategic

Values System
units

Upgrade base facilities and support systems following an

Base Development
approved Master Development Plan (MDP)

Human Resource Provide and sustain the best talents prioritizing Air Defense
System Organization

Budget, Finance,
Secure Stakeholder support to generate adequate funding for
And Stakeholder
Flight Plan 2022
Support

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 PAF FLIGHT PLAN 2028

Measure Baseline 2015 2016

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

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

Fill-in Rate of skills set requirement 0 20% 32%

No. of joint training exercises with other
1 1 1
major services
No. of combined training exercises with
allied countries 0 0 0
No. of air defense equipment acquired for
0/63 0/63 2/63
TD
No of new technologies adapted for use of
0 0 0
the Air Force

Percentage of territorial defense operating

units with all of the required doctrines 0 20% 80%
published

No. of strategic air defense units completing

0 1 3
the Pastoral Care Program

No. of strategic air defense units completing

0 5 5
the Organizational Excellence Program

No. of bases and stations with the

minimum requirements for TD in place as 0/15 0/15 6/15
specified in its MDP

% Fill-up 43% 45% 53%

%AFSC 0% 20% 32%

Flight Plan Funding Requirements P2.6B P6.7B P38.4B

VISION: A professional and competent Air Force responsive to national security and development 12
CASCADING PHILOSOPHY

The essence of cascading is strategy execution. The approach taken by the PAF to cascade
To effectively cascade the Flight Plan throughout the Flight Plan is unconventional. Unlike the
the Philippine Air Force, the organization must other major services who cascaded by means of
show early gains resulting from the strategy. All creating second level scorecards, the PAF created
instructions regarding the PAF Flight Plan 2028 Project Management Teams (PMTs) and Annual
will be coming from the Command, headed by Execution Plans which show monthly activities
the Commanding General, PAF. It will then be and targets that will lead up to the yearly target.
communicated to the PAF Flight Plan Technical Likewise, the organization is also cascading the
Working Group (TWG), composed of the deputies Flight Plan by raising general awareness through
of the Coordinating Staff and select heads of the information drives and other activities that will
Personal Staff and Special Staff of the CG, PAF, familiarize the entire organization of the strategy.
which will then be relayed to the different Project
Management Teams composed of various PAF The Air Force Strategy Management Office
personnel selected by the TWG. These PMTs, with has concluded the first round of information
guidance from their respective Process Coaches, drive across the eight major bases of the PAF.
are tasked with the planning and the execution The feedbacks from the various personnel of the
of the strategy that was earlier laid out by the participating units have been very enlightening
Command and the TWG. 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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 PAF FLIGHT PLAN 2028

CASCADING TOOL

The strategic initiatives were created Execution Plans contain monthly

together with the enterprise scorecard last deliverables or milestones identified by the
August 27-28, 2014 during the Initiation Stage. Project Management Teams for each strategic
Each strategic initiative reflects the approach of objectives. These Execution Plans close the
the PMTs on how to achieve the “End of Year value gap by means of value creation. Through
Targets” for their respective strategic objectives. the established monthly milestones, each
In the Compliance Stage, strategic initiatives Execution Plan guarantees that the strategy
take a more pivotal role in the entire scheme is moving towards the achievement of the
of the Flight Plan. These initiatives serve as breakthrough goal. This becomes more effective
the means of closing the value gap between and efficient through the empowerment of the
the base line and the breakthrough. To realize Project Management Teams.
these, Execution Plans are needed.

VISION: A professional and competent Air Force responsive to national security and development 14
Organization
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.

Training

A new organization entails training. With the trainings with other PAF units must be conducted
Flight Plan and the execution plan for training, to prepare air force units for joint trainings with the
the PAF aims to provide proactive training to other branches of service. This will result into more
support our upgrade in air defense capability. The adept and efficient PAF personnel; enforced with
conduct of more unit training exercises likewise training from outside sources, the PAF ultimately
increases the level of proficiency and competency aims to engage in combined training exercises
of our airmen. After which, a series of unilateral with allied countries.

Human Resources
With 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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 PAF FLIGHT PLAN 2028

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.

VISION: A professional and competent Air Force responsive to national security and development 16
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.

Base Development
The arrival of new air defense equipment deterioration. The base development Execution
should always be complemented by appropriate Plan intends to rehabilitate existing territorial
facilities and infrastructure to ensure the defense base facilities to complement existing air
proper utilization of platforms. Well maintained defense equipment; and intends to create new
infrastructure ensures that the equipment is safely facilities based on future capability development. .
housed and likewise guarantees the delay in

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 PAF FLIGHT PLAN 2028

Values
Values are the foundation of our journey to through the Pastoral Care program and by further
transformation. The PAF endeavors to continue developing the principles of discipline, law, and
strengthening military values for all personnel order through the PAF Organizational Excellence
to ensure effective mission performance. This is Program.
achieved by enhancing the spirituality of personnel

Budget, Finance, and Stakeholder Support

The realities brought by budget prioritization and systems. This goes hand in hand with
in a developing country translate to tight and integrating the Flight Plan to the existing systems
limited defense appropriations. Flight Plan 2028 to link programs with the budget. Identification
will endeavor to optimize funding for Capability of budget requirements is primordial to the
Development as well as determine alternate accomplishment of the objectives of the Flight Plan.
source of funds through support from the PAF’s In more ways than one, modernization is heavily
stakeholders. The air defense capability of the dependent on the budget. Present activities are
PAF has weakened throughout the years. To focused on determining funding requirements for
reinforce the modernization efforts of the PAF, the programming on the budget for the following year.
organization aims to gather stakeholder support It is for the first time that the Program Objective
by promoting accountability and transparency Memorandum (POM) was aligned to the objective
through the implementation of different programs of the flight plan.

VISION: A professional and competent Air Force responsive to national security and development 18
CHAMPIONS OF STRATEGY EXECUTION
The PAF Flight Plan 2028 Technical Working 5. The TWG tests the feasibility of the strategies
Group (TWG) is an assembly of the deputies of the and targets set. They test whether a
Coordinating Staff and chiefs of selected Personal strategy is necessary and/or implementable.
and Special Staff of the Commanding General, PAF. Furthermore, they provide technical advice
The TWG is the core group tasked with guarding the to the Head on how to go about the planned
design and the implantation of the Flight Plan. They direction and intervention.
are also tasked with promoting the sustainability of
the PGS. 6. The TWG clarifies the strategy of the
organization and ensures that there is a clear
The following are the duties and responsibilities and common understanding of such within
of the TWG: and outside the organization.

1. The Technical Working Group (TWG) 7. The TWG ensures that the organization
is responsible for institutionalizing and remains focused on its strategy and alerts
incorporating the PGS in the organization’s potential disconnect to the strategy. They
operations. analyze the impact of plans and policies on
current strategic direction of the organization.
2. The TWG makes sure that interventions are
implemented on-time and as planned. 8. The TWG checks the monitoring infrastructure
to ensure that the system is in place.
3. The TWG makes sure that performance and
governance are part of the organization’s The Air Force Strategy Management Office’s
culture. They make governance their primary role is to oversee the overall implementation
personal advocacy. of the Flight Plan. It is likewise tasked to monitor
the development and execution of strategies.
4. The TWG ensures that the PGS outputs and Furthermore, it is incumbent that the office
systems blend well with existing processes communicates these strategies effectively to ensure
and directions of the organization. They activities are aligned with the objectives of the Flight
identify convergence points to ensure that Plan. The office should have a clear cut way of
the PGS and current systems don’t contradict monitoring the progress of the strategies and ensure
nor duplicate but rather complement one the commitment of the PAF to the governance
another. program.

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 PAF FLIGHT PLAN 2028

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.

VISION: A professional and competent Air Force responsive to national security and development 20
MULTI-SECTOR GOVERNANCE COUNCIL (MSGC)
The Philippine Air Force Multi-Sector Governance 9. Help generate public support for the PAF Flight
Council is a body created through the mandate of Plan 2028; and,
championing the PAF Flight Plan to the organization’s
stakeholders to encourage support and participation. 10. Assist the organization in building meaningful
The council is expected to provide expert advice in the and lasting partnerships with key sectors and
implementation and improvement of transparency and stakeholders.
accountability of the PAF Flight Plan 2028.
A minimum of nine (9) and maximum of twelve
The MSGC is composed of representatives from (12) members shall compose the MSGC. The process
various sectors of society such as business, media, of selection is made through careful deliberation and
academe, and government. The council is regarded as screening. It is ideal that members shall represent a
an important governance mechanism which will ensure diverse field of professional expertise which is highly
the implementation of the PAF Flight Plan 2028. It is contributory to the objectives of the Flight Plan.
also expected from the council to provide guidance Members of the PAF MSGC will then be chosen and
regarding PAF’s policies, plans, and programs related invited by the Commanding General, PAF.
to its reforms initiatives.
The CG, PAF shall appoint the Chairman and its
The functions of the MSGC are as follows: members who shall serve for a term of one (1) year.
If a member resigns before the expiration of his/her
1. Provide policy guidance and/or term, the CG, PAF through recommendation of the
recommendations to the PAF which will help steer the PAF TWG shall select a candidate as replacement
organization toward the achievement of its vision and who shall serve in the Council for the remaining term.
strategy; CG, PAF, at his discretion, may reappoint members
of the PAF MSGC provided that said members also
2. Assist the PAF in aligning its policies, plans, accept the invitation to renew their membership.
and programs with its transformation initiative;
First on the list of the MSGC members is
3. Monitor and assess the implementation of the Congressman Francisco Ashley Acedillo. He entered
various PAF Flight Plan initiatives which are critical for the Philippine Military Academy in 1995 and graduated
the PAF in achieving its desired breakthrough results; belonging on the top 10% of the “Masikhay” Class
of 1999. He was a consistent dean’s lister and
4. Evaluate the PAF’s performance relative to its
commandant’s list awardee. Currently, he is one of
scorecard;
the two representatives of Magdalo in the House of
5. Validate strategy review and assessment Representatives. He serves as Vice Chairman of
reports; the Committee on Globalization and World Trade
Organization and sits as member of six (6) major
6. Assist the PAF in generating additional committees.
resources for the PAF Flight Plan (i.e. donations,
grants, etc.); Second on the list of the council is Congressman
Romeo Acop. He graduated from St. Louis University
7. Advise the organization on possible resource as scholar with a degree in Engineering in 1965. He
generation programs and/or activities; then studied at the Philippine Military Academy and
even placed 8th on their graduation. He is currently
8. Support the PAF’s advocacy thrust of promoting on his second term as the Representative of the 2nd
good governance by advocating the PAF Flight Plan District of Antipolo. He is a retired General of the
2028 to its stakeholders; Philippine National Police.

Next is Assistant Secretary Tina Rose Marie Canda.

She graduated cum laude with a degree of Bachelor of
MSGC 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
Government
concurrent Director of the Budget and Management
Bureau “D” of the DBM.

Professor Nieves R. Confesor holds a Master in

Academe Public Policy and Administration degree from Harvard
University, and a Business Administration degree from
the Graduate School of Business at the Ateneo de
Business Media

21
 PAF FLIGHT PLAN 2028

Hon. Francisco Ashley Acedillo Prof. Nieves Confesor Hon. Romeo Acop Asec. Tina Rose Marie Canda

BGen Antonio Tamayo AFP (Res) Atty. Gilbert Teodoro Hon. Siegfred Mison Prof. Prospero De Vera III, DPA

Manila University. She is now a member of the faculty at the University of Santo Tomas. He then studied
of the Asian Institute of Management and a core at the Philippine College of Hospital Administrator
faculty at its Center for Development Management in 1981 and at the Southeast Asia Interdisciplinary
and the Executive Education and Lifelong Center. She Development Institute in 2001. Currently, he sits as the
also sits as independent director and trustee of various Chairman of the Board, CEO, and President University
companies and non-government organizations. She of Perpetual Help System JONELTA. He is a Brigadier
currently serves as the Chairperson of the Government General in the PAF Reserve Force.
Peace Panel negotiating with the Communist Party
of the Philippines/ National Democratic Front/ New Completing the list of the MSGC members would
People’s Army (CPP-NDF-NPA). be Atty. Gilberto Teodoro. He took up Bachelor of Laws
at the University of the Philippines in 1987 and aced the
Among the MSGC members is Professor J. bar examination on that same year. He was admitted
Prospero de Vera III. He took up Master in Social in Harvard Law School where he obtained Master of
Science at De La Salle University and Doctor of Public Laws in 1997. He currently sits as an Independent
Administration at the University of the Philippines. Director at Banco de Oro.
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 Resource Person
Governance of UP. De Vera is the Former Director
for Center for Policy and Executive Development and Mr. Manuel Pangilinan
Center for Leadership, Citizenship, and Democracy at
is one of today’s most
UP.
notable influencers. He
Our next MSGC member, Commissioner Siegfred took up Bachelor of Arts
Mison, holds multiple licenses and degrees. He was in Economics at Ateneo
admitted to the Integrated Bar of the Philippines in de Manila University and
1997, Illinois Board of Admissions to the Bar in 2006, graduated cum laude. He
and State Bar of California in 2006. He currently sits as then received his Master of Business Administration at
the commissioner of Bureau of Immigration. He is one the Wharton School of the University of Pensylvania.
of the Board of Trustees of Kabayanihan Foundation,
He currently sits as the Chairman of leading companies
a non-stock, and non-profit organization whose aim is
to promote a culture of greatness in the Filipino. He in the Philippines such as Philippine Long Distance
also served as an officer of the Armed Forces of the Telephone Company, Smart Communications, TV5,
Philippines from 1987-1999. Philex Mining, Meralco, and Metro Pacific Investments
Corporation. Mr. Pangilinan is also known to be a
Next on the list would be Brigadier General leading advocate of Public-Private Partnership in the
Antonio Tamayo. He spent his undergraduate days country.

VISION: A professional and competent Air Force responsive to national security and development 22
COMMUNICATION INITIATIVE
A Strategic Communication Plan (StratCom), of these activities are command conferences,
as an organizational intervention, reinforces governance forums, or the inclusion of the flight
present communication mechanisms already plan in the PME curriculum of the PAF. The
institutionalized in an organization. The PAF other goal of the Strategic Communication Plan
StratCom plan is a product of the collaborative is to communicate the results. This is achieved
undertaking of the Assistant Chief of Air Staff for through the implementation of execution plans.
Civil Military Operations (OA-7). The plan has The organization will eventually become aware of
two goals, communicating the plan and results. the Flight Plan once the execution plans produce
Both are intended to deliver the flight plan to results. It does not necessarily mean that the
the stakeholders through themes, media, and targets indicated in the execution plans must
messages. More importantly, the plan intends be attained before seeing results; the minute
to generate feedback from these stakeholders progress that the PMTs make every week will
which will equip the PAF with a sound basis in eventually snowball to become tangible results
determining the strategic impact of Flight Plan which will make the Flight Plan known throughout
activities that are being implemented. the organization.

Communicating the Plan involves generating The PAF Strategic Communication Plan
awareness of the Flight Plan to the entirety of the has three (3) phases: the General Awareness
organization. This is achieved through activities Program, the Internalization Program, and the
such as information drives and ad campaigns. This Institutionalization Program. Activities for each
encourages not only the internal stakeholders, but phase are not totally disparate which explains
also external stakeholders, to inquire and become the occurrence of simultaneous activities as the
interested in the Flight Plan. Another way is to initiatives are being implemented. As the phases
integrate the communication of the plan in the evidently show, the end goal for Phase 1 is general
institutionalized activities of the organization to awareness, while for Phase 2 is internalization
keep all personnel aware and updated. Examples while for the last phase is institutionalization.

PAF STRATEGIC COMMUNICATION PLAN

GENERAL AWARENESS INTERNALIZATION INSTITUTIONALIZATION

23
 PAF FLIGHT PLAN 2028

LINK TO BUDGET
Alignment with the budget is essential for the and unfunded activities. Understandably, the fiscal
smooth implementation of the execution plans. program had already been laid-out for 2015. The
Budgeting for programs, activities and projects thrust therefore is to capitalize on the material
require planning especially in the government time available to program succeeding years
sector where the budget is determined a year before activities with the appropriate fund allocation. With
the actual funding takes place. The PAF, being a the development of the Flight Plan, significant
National Government Agency, needs to conduct inputs have already been identified for inclusion
extensive strategic planning to encompass all of in the Program Objective Memorandum (POM)
its requirements for the activities to be conducted of the PAF for 2016 to 2021. The POM is the
the following year. primary reference in the crafting of inputs for the
Defense Planning Guidance which dictates major
The PAF understands the underlying need to organizational development in the Armed Forces
link Flight Plan activities to budget. This explains of the Philippines.
the tedious process practiced by the different Flight
Plan PMTs in the determination of both funded

EARLY GAINS
The Flight Plan has brought some early gains already in the pipeline; one of which will be published
and quick wins for the organization. One of the most by December 2015.
notable is the recent arrival of the first of three C-295
medium lift transport aircraft from Seville, Spain One proof of the organization’s initiative of
which will play a key role in the modernization of the constant development of processes is the awarding
PAF’s transport fleet. The aircraft is intended to be of the 420th Supply Wing with certification for ISO
used for a wide variety of military and humanitarian 9001:2008 for the unit’s quality management system
missions. More aircraft and other platforms are also last 02 March 2015.
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

VISION: A professional and competent Air Force responsive to national security and development 24
Annexes
 PAF FLIGHT PLAN 2028

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

Training
 PAF FLIGHT PLAN 2028

Equipment

horizon 1

horizon 2

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

Doctrines
 PAF FLIGHT PLAN 2028

Base development

VISION: A professional and competent Air Force responsive to national security and development
Values
TIMELINE - 2015

Budget , Finance , And Stakeholder Support

 PAF FLIGHT PLAN 2028

VISION: A professional and competent Air Force responsive to national security and development
Stratcom Framework
 PAF FLIGHT PLAN 2028

stratcom phasing

VISION: A professional and competent Air Force responsive to national security and development
PAF Flight Plan 2028
Project Management Team
 PAF FLIGHT PLAN 2028

VISION: A professional and competent Air Force responsive to national security and development
 PAF FLIGHT PLAN 2028

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