PHILIPPINE ARMY
HEADQUARTERS
Office of the Asst Chief of Staff for Plans, G5, Philippine Army,
Fort Andres Bonifacio, Metro Manila Phone Number: 845.9555 (loc. 6505) Fax Number: 812.2935 E-mail Address: og5@army.mil.ph Facebook: www.facebook.com/atr2028 Twitter: www.twitter.com/ATR_2028 Blog: atr2028.wordpress.com
NOTES
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SyNopSIS
SyNopSIS
The primary purpose of the ATR is to transform the PA into a more credible, dynamic, responsive, capable, and professional Army committed to its mandate of serving the people and securing the land. It further aims to promote good governance and performance excellence; to institutionalize the various reform efforts being undertaken by the organization to successfully optimize their impact; and to provide a solid, rational, and long-term basis for the programs, projects, and thrusts of the PA. In essence, the ATR promotes an Army that focuses on the institution rather than the personalities; thinks about long-term strategies rather than short-term tactics; and addresses in a balance manner interconnected priorities rather than single issues. The ATR is composed of three key components. First, the Army Governance Charter which defines the strategic direction of the PA for the next eighteen years. Second, the Army Strategy Map which outlines the strategy and goals that must be attained in order to realize the vision. And third, the CGPA Performance Governance Scorecard which translates broad objectives into measurable items and actionable details to help facilitate strategy execution, monitoring, and evaluation.
he Armed Forces of the Philippines has always been in the midst of challenges and controversies that threaten its stability. Failure to address these may eventually cause the military institution to crumble from within. With the understanding that the solution to these challenges and controversies is reform, the Philippine Army formulated the Army Transformation Roadmap (ATR). The ATR is a transformation program anchored on the Performance Governance System (PGS). It highlights the PAs commitment to pursue a genuine transformation program founded on good governance and performance excellence. It emphasizes a comprehensive approach in pursuing reforms and covers all facets of the organization: from personnel, to resource management, to internal processes and systems, and to mission accomplishments and outcomes. 2
he PA, being one of the three major service commands of the AFP, believes there is a need for change. The compelling reasons that justify the need to transform are as follows: For years, the military institution is plagued with controversies such as allegations of corruption, military adventurism, human rights abuses, and revolvingdoor policy affecting the top leadership. Doubts have also lingered as to the competence and professionalism of the soldiers. These issues are deemed by many to be the unraveling of systemic problems that long beset the organization. And these have created imprints of doubts to the Filipino people of the integrity of the men in uniform. Hence, the PA needs to have a sustainable solution to these problems. The PA needs to address the 3-S of good governance which involves thinking beyond self, short-term, and single issues. It must focus on the institution rather than the personalities. It must consider longterm strategies rather than shortterm tactics. And it must address comprehensively interconnected issues rather than single problems.
In essence, the PA believes a change program is needed that will promote good governance and performance excellence. And this transformation program is the ATR.
he Army Governance Charter is the articulation of the concepts, ideas, and principles defining the character and the purpose of the PA. Furthermore, it sets the strategic direction that the organization wants to pursue. The Army Governance Charter is composed of two major elements, namely: the Core Ideology and the Vision.
he Army Strategy Map visually captures the strategy for the envisioned future of the PA. It identifies the critical factors perspectives, questions, and themes that must be addressed. Conceptually, it illustrates the cause-and-effect relationship of the strategic objectives and describes the story on how the organization will be able to realize the vision.
Internal Processes
Human Resource
The strategic objectives are laid out in a way that immediately shows their close interconnections. For example, the two strategic objectives under the stakeholder support perspective are shown at the bottom (refer to the Philippine Army Transformation Roadmap 2028 on page 9) with immediate connection to the two strategic objectives under the finance and logistics perspective. In this way, the PA wishes to point out that developing and communicating a brand image consistent with the Armys core values and engaging and partnering with key stakeholders would facilitate institutionalizing good governance and adopting best practices in resource management for the purpose of generating sufficient financial and logistical resources. 11
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he CGPA Performance Governance Scorecard is a performance measurement mechanism. It is composed of the following: the performance measures which assess and track the success of the PA in attaining the strategic objectives; the performance targets which outline the level of performance and the rate of improvement needed by the organization; and the strategic initiatives which are key programs and projects that must be implemented to attain the strategic objectives and to realize the vision. Performance Measures and Targets The following twenty one measures and their respective targets are used to monitor and evaluate the success of the PA in achieving the goals underscored in the ATR: 1. Net Trust Rating - This measures the level of perceived trust the general public has on the PA. It indicates whether the organization is able to live up to its core values, hence, is able to get the trust of the general public. 2. Growth Rate of Formalized Partnerships with Key Stakeholders - This assesses the success of the PA in institutionalizing its engagements with external stakeholders. 13
12
2010 N/A
2011 10%
2013 20%
2028 80%
Growth Rate of Formalized Partnerships with Key Stakeholders SO2: Engage and partner with key stakeholders Growth Rate of Completed Projects with Key Stakeholders Growth Rate of Resources Stakeholders
58
19
Generated through CGPA Performance Governance Scorecard300% P222M 10% 25% 50% 200% Partnerships with Key
2010 28 (CY2009)
Absorptive Capacity SO4: Adopt best Percent of Supported PA Activities out of practices in the General resource Appropriations Act management Logistics Performance Index
98.35%
99%
N/A
70%
76%
85%
98%
99%
N/A
2.6
2.8
3.2
3.5
15
Targets 2011
76%
2013
80%
2016
85%
2022
90%
2028
95%
2.40%
2.20% 1.80%
1.50%
1.25%
1.00%
SO6: Continuously build and develop the character and the competence of our personnel
R2 (76%)
R2 (78%) 27%
R2 (82%) 35%
1,785
SO7: Motivate our personnel through Personnel Satisfaction Index efficient and effective management
(1,303) (1,160)
4.5
SO8: Adopt and institutionalize best Doctrine practices in management, Development operations, and support Throughput Time systems Number / Percentage of PA Battalions which completed the Battalions of Excellence Program
2,555 1,825 1,460 730 Days Days Days Days (7yrs) (5yrs) (4yrs) (2yrs)
12
80%
100%
17
R3 (72%)
R3 (74%)
R2 (78%)
R1 (85%)
R1 (90%)
R1 (95%)
R1 (95%)
N/A
R3 (68%)
R2 (75%)
R1 (85%)
R1 (90%)
R1 (95%)
Perspective: Constituency
Strategic Objectives Measures Base Data 2010 R3 (68%) N/A 2011 R3 (70%) 78% 2013 R2 (75%) 81% Targets 2016 R1 (85%) 86% 2022 R1 (90%) 91% 2028 R1 (95%) 96%
Overall Operational Readiness of the PA SO12: Responsive to the needs of the AFP Performance Evaluation Rating SO13: Professional Army loved by the people Net Satisfaction Rating
N/A
10%
20%
35%
60%
80%
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he PA has done the following activities in adopting the PGS and in implementing the ATR: 1. Organized the ATR Technical Working Group comprising of representatives from the key staff of the CGPA. 2. Built the organizational capacity of the Plans Division by creating the Strategy Management Branch and by increasing the number of personnel (both Officers and Civilian Employees) who will focus on the ATR implementation. 3. Participated in the Institute for Solidarity in Asias Performance Governance System boot camps and Public Governance fora. 4. Conducted various seminars and workshops in strategy development, strategy implementation, performance measurement, and project management involving the members of the ATR Technical Working Group and the personnel of the HPA Staff. 5. Carried out ATR advocacy and information campaigns to both the internal and the external stakeholders of the PA. 6. Participated in important HPA-sponsored fora such as the Battalion Commanders Symposia, the Company Commanders Symposia, and the Senior NCO Leaders Symposia. 23
Early gaINS
ursuing the adoption of the PGS and the implementation of the ATR has been a huge and demanding task for the PA. The ATR, however, has gained the commitment and support of the Army leadership and the majority of its internal stakeholders. In effect, the organization has gained enough momentum to pursue the goals of the ATR. Specifically, it is able to publish policy directives to guide the ATR implementation; hasten coordination among HPA Staff on the ATR implementation; and develop the competencies of the personnel involved in the ATR implementation. The ATR has also enabled the alignment of the current operational priorities with the medium-term capability development priorities and the long-term strategic direction of the PA. Further, it has facilitated the execution and institutionalization of defense reform initiatives such as the DSOM and the PDR. And it has made possible the development of both a program and a budget supporting the transformation initiative and focusing on the implementation of the identified strategic priorities. 25
CHallENgES ENCouNTErED
WayS aHEaD
he PA has encountered the following challenges in the course of adopting the PGS and of implementing the ATR: 1. Lack of organizational capacity to implement the ATR. This is because the PGS is a relatively new system with the organization still at the bottom of the PGS learning curve. 2. Lack of organizational alignment to the ATR. There is a need to align the critical offices and units, internal processes and systems, and various programs and projects of the PA to the ATR. 3. Slow implementation of the ATR caused by weak understanding and appreciation, likewise, competing requirements and priorities of offices, units, and personnel. 4. Sustainability of the implementation of the ATR due to the frequent changes in leadership. 5. Resources needed to pursue the implementation of the ATR. Some of the strategic initiatives need capital outlay funds which the current budget could not support. 6. Support of external stakeholders due to the current issues besetting the military institution and affecting its credibility.
o guarantee the successful and sustained adoption of the PGS and implementation of the ATR, the PA will undertake the following activities: 1. Pursue the PGS Compliance Stage, the second stage of the fourstage Governance Pathway. 2. Finalize the secondlevel scorecards of the General Staff, ARMO, and MFO and institutionalize their adoption and execution by involving the Army Inspector General in the monitoring of these scorecards. 3. Conduct ATR Cascading Workshops for HPA Staff and Major Subordinate Units to generate secondlevel scorecards and strategic initiatives. 4. Execute the strategic initiatives and link these initiatives to the planning, programming, and budgeting process of the PA. 5. Carry out an effective ATR advocacy and information campaign through the ATR Communications Plan. 6. Establish the PA Multi-Sector Advisory Board which will help the PA to promote the continuity and sustainability of the ATR and to encourage shared responsibility in the success of the ATR. 27
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WayS aHEaD
7. Install mechanisms and systems to monitor the ATR implementation and the PA performance, manage the performance governance scorecards, and supervise the execution of the strategic initiatives. 8. Build-up the capacity of the PA to implement the ATR through the establishment of a dedicated unit which can come in the form of an office of strategy management. 6. Participate in the development of the AFP Transformation Roadmap and link with the ATR the said roadmap.
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29
8. Why are the core values ranked? Although the core values are all important and are interconnected, they are ranked to serve as a guide in the decision making process. Their rank indicates which of the core values must be considered in making critical judgments. 9. How do we define a world class army as stated in the 2028 Vision? The PA will be considered world-class if it achieves an international standard of excellence. This means it will have ample resources, adept personnel, and innovative and improved internal processes and systems. It will be equipped with the capabilities to neutralize any threat or aggression whether internal or external. It will be operationally ready to perform the missions set forth by the AFP and the DND. And 32
10. Can the Philippine Army be a world class army on its own? The PA does not exist in a vacuum. To be a worldclass Army, the organization needs tremendous resources and strong support of both its internal and external stakeholders. Thus, a world-class PA presupposes that the AFP and the Philippines are also world-class. With the vision to be a world-class Army, the PA seeks to inspire and influence the AFP to work towards becoming a world-class armed forces and the Philippines to work towards becoming a world-class country. 11. What is the rationale behind the 18-year timeline of the ATR? Will this affect the current operational requirements of the PA? The ATR has adopted an 18-year timeline to give ample time for the transformation it envisions. This 33
12. What is the rationale behind the choosing of the five strategic perspectives of the Army Strategy Map? The PA considered the five strategic perspectives namely: stakeholder support, finance and logistics, human resource, internal processes, and constituency because these perspectives ensure a balanced and comprehensive approach in the development of the strategy. At the same time, they are responsive to the 2028 vision. 13. What is the rationale behind the choosing of the three strategic themes of the Army Strategy Map? The PA considered the three strategic themes, namely: good governance, operational excellence, and or34
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