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Fort Andres Bonifacio, Metro Manila

PHILIPPINE ARMY

HEADQUARTERS

(PHILIPPINE ARMY’S 18-YEAR STRATEGIC PLAN)

ARMY TRANSFORMATION ROADMAP 2028

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

A Journey Towards Good Governance and Performance Excellence

NOTES

INSIDE THIS KIT Synopsis Case for Change Defining the Strategic Direction: The Army Governance Charter Outlining the Strategy: The Army Strategy Map Ensuring Strategy Implementation: The CGPA Performance Governance Scorecard Concrete Steps Undertaken Early Gains Challenges Encountered Ways Ahead Frequently Asked Questions 2–3 4–5 6–8 9 – 12 13 – 22 23 – 24 25 26 27 – 28 29 – 39 .

It emphasizes a comprehensive approach in pursuing reforms and covers all facets of the organization: from personnel. the ATR promotes an Army that focuses on the institution rather than the personalities. And third. It highlights the PA’s commitment to pursue a genuine transformation program founded on good governance and performance excellence. the Army Governance Charter which defines the strategic direction of the PA for the next eighteen years. First. projects. to resource management. T 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. the Army Strategy Map which outlines the strategy and goals that must be attained in order to realize the vision. and evaluation. 2 3 . rational. The ATR is a transformation program anchored on the Performance Governance System (PGS). to internal processes and systems. With the understanding that the solution to these challenges and controversies is reform. In essence. capable. and to mission accomplishments and outcomes. responsive.SyNopSIS SyNopSIS The primary purpose of the ATR is to transform the PA into a more credible. Second. the CGPA Performance Governance Scorecard which translates broad objectives into measurable items and actionable details to help facilitate strategy execution. It further aims to promote good governance and performance excellence. The ATR is composed of three key components. thinks about long-term strategies rather than short-term tactics. and long-term basis for the programs. to institutionalize the various reform efforts being undertaken by the organization to successfully optimize their impact. monitoring. and professional Army committed to its mandate of serving the people and securing the land. the Philippine Army formulated the Army Transformation Roadmap (ATR). and thrusts of the PA. and addresses in a balance manner interconnected priorities rather than single issues. dynamic. and to provide a solid.

the AFP Modernization Program. These issues are deemed by many to be the unraveling of systemic problems that long beset the organization. short-term. being one of the three major service commands of the AFP. The PA needs to pursue and support the current defense reform programs especially the Philippine Defense Reform Program. For instance. It must consider longterm strategies rather than shortterm tactics. And it must address comprehensively interconnected issues rather than single problems. military adventurism. And these have created imprints of doubts to the Filipino people of the integrity of the men in uniform. • 4 5 . the PA believes a change program is needed that will promote good governance and performance excellence. human rights abuses. and revolvingdoor policy affecting the top leadership. the Defense System of Management. the military institution is plagued with controversies such as allegations of corruption. T • he PA. Doubts have also lingered as to the competence and professionalism of the soldiers. and single issues. The PA needs to address the 3-S of good governance which involves thinking beyond self. believes there is a need for change. • In essence. It must focus on the institution rather than the personalities. Hence. And this transformation program is the ATR. and the AFP Capability Upgrade Program. The compelling reasons that justify the need to transform are as follows: For years.CaSE for CHaNgE CaSE for CHaNgE • The PA needs to enhance its critical processes and systems. the Army must have a longterm and strategic approach to capability development that will address the various operational and organizational issues hounding it. the PA needs to have a sustainable solution to these problems.

Duty. and elemental set of values that truly represent the organization. ideas. which is attributed to self-worth. The Core Ideology expresses the fundamental ideals and principles the PA believes in. The Army Governance Charter is composed of two major elements. resourcefulness. holds on most to. lives by. excellence. personal dignity. namely: 1. 6 7 . Patriotism. and commitment to sworn duty. 2. the PA revised and simplified the core values into three most essential. It provides a bonding glue that holds the organization as it grows and moves forward. and 3. and allegiance to the constitution. which is expressed through professionalism. integrity. and principles defining the character and the purpose of the PA. it sets the strategic direction that the organization wants to pursue. which resonates as love of country and manifests as loyalty. dedication. Furthermore. These fundamental ideals resound to a strong sense of commitment to the military institution which is acknowl- T he Army Governance Charter is the articulation of the concepts. courage. Honor. and discipline.DEfININg THE STraTEgIC DIrECTIoN First Key Component: Army Governance Charter DEfININg THE STraTEgIC DIrECTIoN Core Ideology The Core Ideology defines the enduring character of the PA. Under the ATR. dynamism. namely: the Core Ideology and the Vision. and stands for through the core values and highlights the organization’s reason for being through the mandated mission and the core purpose. enduring.

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. 8 ouTlININg THE STraTEgy Second Key Component: Army Strategy Map T he Army Strategy Map visually captures the strategy for the envisioned future of the PA. deploy. In 2010. questions. It identifies the critical factors – perspectives.DEfININg THE STraTEgIC DIrECTIoN edged through the mandated mission: “to organize. Vision On such foundation. it anticipates to become a modern and respected Army in Asia. the PA sets forth a vision that it is committed to realize: to become “a world-class Army that is a source of national pride” by 2028. Conceptually. it pursued the transformation program. train. likewise. It provides focus to what the organization must always aspire to do – the PA exists to serve the people and it does so principally by securing the land. By 2022. The articulated core purpose goes beyond the legal mandate and digs deeper into the real reason for the Army’s existence. equip. 9 . it expects to become a well-equipped Army that has established a respectable image in Southeast Asia. and themes – that must be addressed. the PA will realize the vision. it has set up four base camps along the way that must be achieved to get closer to the vision. And finally by 2028. By 2016. By 2013. and sustain ground forces in support of the AFP mission”. of dedication to the country which is expressed through the core purpose: “serving the people. it intends to become a disciplined and motivated Army capable of addressing all internal security threats. As the organization ascends towards the envisioned future. securing the land”.

and constituency. Institutionalize good governance 4. 11 10 . Responsive to the needs of the AFP 13. Recruit and retain the best and the brightest 6. these strategic objectives are further guided by the three strategic themes: good governance. operational excellence. Professional Army loved by the people Internal Processes Finance and Logistics Human Resource The strategic objectives are laid out in a way that immediately shows their close interconnections. Continuously build and develop the character and the competence of our personnel 7. Motivate our personnel through efficient and effective management ouTlININg THE STraTEgy 8. Adopt and institutionalize best practices in management. Build and modernize missionessential capabilities 10. finance and logistics. The following table shows the thirteen strategic objectives with their corresponding perspectives outlined in the ATR: Strategic Perspectives Stakeholder Support Strategic Objectives 1. and organizational excellence. Develop and communicate a brand image consistent with the Army’s Core Values 2. operations. 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. the PA wishes to point out that developing and communicating a brand image consistent with the Army’s 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. For example. and support systems 9. Excel in ground operations 11. Adopt best practices in resource management 5. human resource. internal processes.ouTlININg THE STraTEgy The strategic objectives are organized into five strategic perspectives: stakeholder support. Actively support nation-building Constituency 12. Engage and partner with key stakeholders 3. In this way. In addition.

2. by their connection. And since the different strategic objectives. but the Army Strategy Map gives some assurance that difficult as the road ahead may be. It clearly demonstrates that by focusing on the eleven strategic objectives and by vigorously pursuing them. This is what the Army Strategy Map does. In the process. and the strategic initiatives which are key programs and projects that must be implemented to attain the strategic objectives and to realize the vision. The final strategic objective may at first look too ideal to be within grasp even by 2028. It indicates whether the organization is able to live up to its core values. 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. It is composed of the following: the performance measures which assess and track the success of the PA in attaining the strategic objectives.This assesses the success of the PA in institutionalizing its engagements with external stakeholders. hence.ouTlININg THE STraTEgy Moreover. It is by actively pursuing the eleven strategic objectives under the four preceding perspectives that the organization can look towards succeeding in being responsive to the needs of the AFP and in becoming a professional Army loved by the people. still it is not impossible to travel on it and to eventually reach the final goal.This measures the level of perceived trust the general public has on the PA. the PA can best serve the AFP and the entire nation. Net Trust Rating . present many opportunities for a domino effect: succeed in one or few strategic objectives and success in other strategic objectives would be much easier to achieve. is able to get the trust of the general public. ENSurINg STraTEgy ImplEmENTaTIoN Third Key Component: CGPA Performance Governance Scorecard T he CGPA Performance Governance Scorecard is a performance measurement mechanism. 13 12 . the performance targets which outline the level of performance and the rate of improvement needed by the organization. Growth Rate of Formalized Partnerships with Key Stakeholders . success in pursuing all the strategic objectives under the first four perspectives would bring about success relative to the remaining strategic objectives under the topmost perspective which is constituency. the organization would end up becoming a professional Army loved by the people.

Percentage of Supported Activities Out of the General Appropriations Act . Growth Rate of Resources Generated through Partnerships with Key Stakeholders .44% 98. Logistics Performance Index .8 3 3. Growth Rate of Completed Projects with Key Stakeholders . 6. 5.This assesses the success of the PA in actively engaging with external stakeholders through the monetary and non-monetary support they are giving. 8. 4.This pertains to the ability of the PA to timely obligate and utilize the programmed funds and to use the available resources effectively and efficiently.This reflects the success of the PA in encouraging good governance practices and in following accounting and auditing requirements.80% 99% N/A 70% 76% 85% 98% 99% N/A 2. It is expected that engagements with these stakeholders will result to productive undertakings which shall benefit the PA.50% 98.ENSurINg STraTEgy ImplEmENTaTIoN 3.6 2.5 15 .This evaluates the success of Army projects undertaken with external stakeholders. 7.59% 98. 14 ENSurINg STraTEgy ImplEmENTaTIoN CGPA Performance Governance Scorecard Perspective: Stakeholder Support Strategic Objectives SO1:Develop and communicate a brand image consistent with the Army’s core values Measures Base Data 2010 N/A 2011 10% 2013 20% Targets 2016 2022 35% 60% 2028 80% Net Trust Rating 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 10% (64) 10% (21) 25% (73) 25% (24) 50% (87) 50% (29) 200% 300% (174) (232) 200% 300% (57) (76) 19 Generated through CGPA Performance Governance Scorecard300% P222M 10% 25% 50% 200% Partnerships with Key Perspective: Finance and Logistics Strategic Objectives SO3: Institutionalize good governance Measures Base Data Targets 2011 24 2013 20 2016 16 2022 10 2028 6 2010 28 (CY2009) Number of COA Adverse Findings 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% 98.This pertains to the ability of the PA to immediately respond to the logistical needs of its offices and units.This looks at the ability of the PA to financially support its activities out of the Army Budget. Number of COA Adverse Findings . Absorptive Capacity .2 3.

Quality Recruit Index . 12.This reflects the general quality of those entering the PA.00% SO6: Continuously build and develop the character and the competence of our personnel R2 (76%) R2 (78%) 27% R2 (82%) 35% R1 (86%) 50% (892) R1 (92%) 70% (535) R1 (98%) 90% (178) 1.This reflects the overall state of discipline in the PA.9 yrs) 2.This monitors the rate of loss of personnel due to voluntary separation through resignation. Individual Training Readiness . 14.555 1. Percentage Reduction of Disciplinary Cases from Base Data .25% 1.ENSurINg STraTEgy ImplEmENTaTIoN 9.50% 1. promotions.This reflects the success of the PA Capability Development Program.785 SO7: Motivate our personnel through Personnel Satisfaction Index efficient and effective management CGPA Performance Governance Scorecard N/A 2.This monitors the level of perceived satisfaction of personnel with regard to compensations.160) 4. placements. 11. and support Throughput Time systems Number / Percentage of PA Battalions which completed the Battalions of Excellence Program 3.5 Perspective: Internal Processes Strategic Objectives Measures Base Data 2010 2011 2013 Targets 2016 2022 2028 SO8: Adopt and institutionalize best Doctrine practices in management.460 730 Days Days Days Days (7yrs) (5yrs) (4yrs) (2yrs) 365 Days (1yr) SO9: Build and modernize missionessential capabilities 0 2 6 12 80% 100% 17 . Number / Percentage of Battalions which completed the Battalion of Excellence Program . awards and recognitions. The BOE Program builds and 16 ENSurINg STraTEgy ImplEmENTaTIoN CGPA Performance Governance Scorecard Perspective: Human Resource Strategic Objectives Measures Quality Recruit Index Attrition Rate of Competent Personnel Individual Training Readiness Percent Reduction of Disciplinary Cases from Base Data Base Data 2010 N/A Targets 2011 76% 2013 80% 2016 85% 2022 90% 2028 95% SO5: Recruit and retain the best and the brightest 2.6 3 3. Doctrine Development Throughput Time . and / or honorable discharge prior to ETE. optional retirement.40% 2.825 1. and schoolings and trainings.248 Days (8.80% 1. 15. Development operations.20% 1. Attrition Rate of Competent Personnel .This reflects the total amount of time spent in developing a doctrine from its conceptualization to its promulgation .5 4 (1. Personnel Satisfaction Index .This measures the level of preparedness of an individual vis-àvis the required competencies of his current position.303) (1. non-monetary benefits. 10. 13.

Performance Evaluation Rating .ENSurINg STraTEgy ImplEmENTaTIoN modernizes the mission-essential capabilities of Army Battalions. 21. 18. Overall Operational Readiness . Net Satisfaction Rating: This monitors the level of perceived satisfaction the general public has on the PA relative to its mandate. 16.This assesses the operational capability of the PA’s engineers in successfully pursuing their missions relative to national development.This measures the level of preparedness of the PA to respond to the needs of the AFP. 19. 18 ENSurINg STraTEgy ImplEmENTaTIoN CGPA Performance Governance Scorecard Perspective: Internal Processes Strategic Objectives Measures Base Data 2010 2011 2013 Targets 2016 2022 2028 SO10: Excel in ground operations Operational Readiness of Combat and Combat Support Units R3 (72%) R3 (74%) R2 (78%) R1 (85%) R1 (90%) R1 (95%) CGPA Performance Governance Scorecard SO11: Actively support nationbuilding Operational Readiness R3 of Engineers (67%) Personnel and Training Readiness of Ready Reserve Units R3 (70%) R2 (76%) R1 (85%) R1 (90%) 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% 19 .This evaluates the operational capability of the PA’s combat and combat support units in successfully pursuing their missions. Operational Readiness of Engineers . 17. Operational Readiness of Combat and Combat Support Units .This evaluates the capability of the PA’s ready reserve units in complementing the activities of the regular troops relative to peacebuilding and nation-building.This reflects the effectiveness and efficiency of the PA in the performance of its mandated mission. The AFP needs ground troops which are capable and responsive to its needs and are operationally ready to perform its missions. Personnel and Training Readiness of Ready Reserve Units . 20.

Army Character Development Program: Intends to enhance the state of discipline in the PA. Enhancement of the Doctrine Development System: Aims to improve the PA capability in developing the needed doctrines that will support the operational requirements of the organization. efficient.2016) 1. Also. 5. Enhancement of the PA Education and Training Management System: Intends to establish a responsive education and training system capable of building and developing the competence of Army personnel and units comparable to Southeast Asian Armies. this aims to improve the force structure of the organization. responsive. this seeks to find ways and means of generating additional funds. 8. 20 ENSurINg STraTEgy ImplEmENTaTIoN 4. Army Capability Development Program: Aims to develop and institutionalize a capability planning system that will address the capability development needs of the PA. and budget execution system but will also promote accountability and transparency. Also. the PA identified the following fifteen strategic initiatives as the priority programs to be implemented for the next medium-term (2011 . 3. Furthermore.ENSurINg STraTEgy ImplEmENTaTIoN Strategic Initiatives In order to ensure that the 2028 Vision is realized. 9. 6. in order to support the implementation of the projects needed to realize the 2028 Vision. Institutionalization of the Army Resource Management System: Seeks to establish an effective resource management system that will not only promote efficient planning. programming. Enhancement of the Army International Defense and Security Engagement Program: Seeks to have purposive engagements with the PA’s foreign allies and partners. to optimize the benefits from these engagements. this intends to improve not only the logistics process but also the logistics structure. Battalion of Excellence Program: Seeks to improve the operational capability of Infantry and SOCOM Battalions which are the PA’s cutting edge units in internal security operations. Enhancement of the Army Inspector General System: Aims to improve the way the PA monitors and evaluates the readiness and performance of its operating units. 21 . 2. 7. over and above GAA. and timely logistics support system. Enhancement of the Army Logistics System: Intends to develop an effective. and to develop a medium-term IDSE Program.

23 . 3. 12. strategy implementation. likewise. 15. and the Senior NCO Leaders Symposia. 11. Ancillary initiative includes the measurement of the Army’s level of performance in civil-military operations. Network Infrastructure Development Program: Aims to improve the information systems infrastructure in order to enhance the various management and operations processes and systems of the PA. Participated in the Institute for Solidarity in Asia’s Performance Governance System boot camps and Public Governance fora. 4. 14. Enhancement of the Reserve Force Development Program: Intends to institutionalize a comprehensive Reserve Force build-up in line with the ATR. 5. and project management involving the members of the ATR Technical Working Group and the personnel of the HPA Staff. Organized the ATR Technical Working Group comprising of representatives from the key staff of the CGPA. the Company Commanders Symposia. performance measurement. 2. Carried out ATR advocacy and information campaigns to both the internal and the external stakeholders of the PA. 13. Conducted various seminars and workshops in strategy development. Army Intelligence Capability Development Program: Intends to develop and enhance the intelligence capability of the PA in order to effectively respond to the operational needs of the organization. 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. 22 CoNCrETE STEpS uNDErTaKEN T he PA has done the following activities in adopting the PGS and in implementing the ATR: 1. 6. Expansion of the Army Housing Program: Seeks to uplift the morale and welfare of personnel by expanding the PA’s on-base and off-base housing program. Participated in important HPA-sponsored fora such as the Battalion Commanders Symposia. ATR Stakeholders Engagement Program: Aims to promote the ATR in order to generate and sustain support from both the internal and the external target audience.ENSurINg STraTEgy ImplEmENTaTIoN 10. Enhancement of the PA Health Service Support System: Seeks to develop a responsive health service support system that will uplift the morale of personnel especially those in the field. level of contribution to nation-building.

it has facilitated the execution and institutionalization of defense reform initiatives such as the DSOM and the PDR. Placed emphasis on resource management reforms through a strategydriven planning. enhanced the financial and fiscal management systems. and the development of the PA Operating Budget. 9. the formulation of the PA Annual Operating Program. and pursued the Battalion of Excellence Program. and met with the members of the PA Multi-Sector Advisory Board.218. The ATR. 13. Invited. communicated. In effect. and develop the competencies of the personnel involved in the ATR implementation. 25 . Conducted a consultative planning session on Office of Strategy Management.CoNCrETE STEpS uNDErTaKEN 7. has gained the commitment and support of the Army leadership and the majority of its internal stakeholders. Formulated an organizational concept on the PA Multi-Sector Advisory Board which was approved by the CGPA. 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. 8. programming. 11. Took part in the crafting of the PA Support Plan to the AFP Internal Peace and Security Plan. strengthened the internal control systems. however.508 to fund the ATR quick-win projects for 2011. 24 Early gaINS P ursuing the adoption of the PGS and the implementation of the ATR has been a huge and demanding task for the PA. it is able to publish policy directives to guide the ATR implementation. the organization has gained enough momentum to pursue the goals of the ATR. Further. hasten coordination among HPA Staff on 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. Developed the project management plans of the ATR strategic initiatives and allocated PhP 84. 10. Continued the various reform efforts started by the PDR and the DSOM. and budgeting system. Specifically. Conducted a series of cascading workshops for the key staff of the CGPA to align their respective functions and goals to those underscored in the ATR and to develop second-level scorecards and initiatives. 12.

Finalize the secondlevel scorecards of the General Staff. programming. 4. Lack of organizational capacity to implement the ATR. 5. This is because the PGS is a relatively new system with the organization still at the bottom of the PGS learning curve. Some of the strategic initiatives need capital outlay funds which the current budget could not support. likewise. units. 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. 4. Carry out an effective ATR advocacy and information campaign through the ATR Communications Plan. There is a need to align the critical offices and units. 3. and personnel. 27 26 . Support of external stakeholders due to the current issues besetting the military institution and affecting its credibility. the PA will undertake the following activities: 1. 3. competing requirements and priorities of offices. and budgeting process of the PA. T o guarantee the successful and sustained adoption of the PGS and implementation of the ATR. ARMO. internal processes and systems. Pursue the PGS Compliance Stage. Execute the strategic initiatives and link these initiatives to the planning. Slow implementation of the ATR caused by weak understanding and appreciation. 6. Sustainability of the implementation of the ATR due to the frequent changes in leadership. Conduct ATR Cascading Workshops for HPA Staff and Major Subordinate Units to generate secondlevel scorecards and strategic initiatives. 2. Lack of organizational alignment to the ATR. 5. and MFO and institutionalize their adoption and execution by involving the Army Inspector General in the monitoring of these scorecards.CHallENgES ENCouNTErED WayS aHEaD T he PA has encountered the following challenges in the course of adopting the PGS and of implementing the ATR: 1. and various programs and projects of the PA to the ATR. 6. 2. Resources needed to pursue the implementation of the ATR. the second stage of the fourstage Governance Pathway.

in formulating plans. and milestones which are made available to all stakeholders and constituents. Install mechanisms and systems to monitor the ATR implementation and the PA performance. Participate in the development of the AFP Transformation Roadmap and link with the ATR the said roadmap. 8. and supervise the execution of the strategic initiatives. targets.WayS aHEaD 7. the second stage. 28 29 . Why do we use the PGS as the framework for the ATR? • The Philippine Army used the PGS for the ATR because its principles complement the thrusts and goals of the program. initiatives. This can assist the PA in establishing the strategy and the strategic direction. Where is the Philippine Army in its governance journey? • The PA has already passed the first stage of the fourstage Governance Pathway when it received the PGS Initiated Status Award during the Palladium Asia Pacific Summit and Hall of Fame for Executing Strategy Awards on 23 September 2010. of the Governance Pathway. these will enhance the organization and will facilitate the attainment of the Army Vision in 2028. 2. In effect. frEquENTly aSKED quESTIoNS 1. and in instituting a monitoring and evaluation system. Currently. it is at the Compliance Stage. manage the performance governance scorecards. both the PGS and the ATR feature a transparent reporting of measures. 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. This includes the overall improvement of the organization by addressing the issues which hinder the realization of its vision. In addition.

and junior officers. It. it outlines the necessary steps to be undertaken in order to address the problems at hand. The Office of the Assistant Chief of Staff for Plans. field grade. does not immediately provide solutions to the current problems of the organization. Who formulated the ATR? • The ATR was initially formulated by a group representing the current and future Army leaders comprised of senior. and elemental core values that represent the PA in 31 . enlisted personnel. the ATR Technical Working Group (ATR TWG). G5. 4. To effectively fulfill its mandate and to be responsive to the needs of its constituents. 7. Cavite on 19-23 April 2010. Is the ATR the ultimate solution to all the problems of the Philippine Army? • As stated earlier. it highlights the fact that the status quo is no longer acceptable. Why use the word ‘transformation’? What does ‘transformation’ connote? • The word ‘transformation’ is used in the ATR to emphasize the desire of the PA to pursue genuine reforms in order to transform the Army into a better organization. The output of the workshop was validated in a series of consultative meetings by a panel composed of the CGPA and his staff. 6. 5. like30 frEquENTly aSKED quESTIoNS wise. Nevertheless. Rather. the execution and management of the strategic initiatives. and civilian employees during the Crafting of the Army Transformation Roadmap Seminar-Workshop held at the Sunrise Holiday Mansion. What is the role of the ATR TWG in the implementation of the ATR? • The ATR TWG represents the offices principally involved in the ATR implementation. They facilitate the coordination between and among offices and units with regard to the ATR implementation.frEquENTly aSKED quESTIoNS 3. PA serves as the focal point of this undertaking. and civilian subject matter experts. however. • The formulation of the ATR is a result of the partnership between the PA and the Institute for Solidarity in Asia. They validate and integrate the reports. Alfonso. Royale Tagaytay Estates. the ATR provides a comprehensive and sustainable framework to address the various issues plaguing the PA. inputs. the organization needs to transform. and data relative to the generation of the CGPA Performance Governance Scorecard and second-level scorecards. Why are there only three core values? What about the other core values? • This is to get down to the most essential. Transformation does not connote that the PA is totally broken. enduring.

A person can optimize its comprehension with a particular issue by limiting the concept into three. Can the Philippine Army be a world class army on its own? • The PA does not exist in a vacuum. the organization needs tremendous resources and strong support of both its internal and external stakeholders. 11. adept personnel. 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. anticipate. 9. capable. It will be equipped with the capabilities to neutralize any threat or aggression whether internal or external. Why are the core values ranked? • Although the core values are all important and are interconnected. and professional. And 32 10. Thus. and respond to the needs of the Filipino people and the Philippines. Concisely. To be a worldclass Army. well-trained. This means it will have ample resources. As a point of reference in Southeast Asia. well-equipped. Their rank indicates which of the core values must be considered in making critical judgments. they are ranked to serve as a guide in the decision making process. The scientific explanation to this is that the average human brain can only accommodate three ideas at a time. a world-class PA presupposes that the AFP and the Philippines are also world-class.frEquENTly aSKED quESTIoNS our day and in the next one hundred years. the PA looks at the Singapore Army and hopes to attain the same level of organizational and operational capabilities. • With the vision to be a world-class Army. It will be operationally ready to perform the missions set forth by the AFP and the DND. the PA will be considered world class if it is well-organized. 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. • • 8. 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. frEquENTly aSKED quESTIoNS it will be able to identify. This 33 . This is also for operationalization and simplicity. and innovative and improved internal processes and systems. It is not that the other core values are unimportant but some of them are considered as attributes of the three core values and are perceived to support and reinforce the three core values emphasized.

and organizations which have direct or indirect interest or involvement in the organization. for internal: officers. In essence. human resource. its stakeholders are those who can affect or be affected by its actions. 14. 35 • • 12. and or34 . This will also serve as a guide in the strategic priorities of the CGPA. 13. What is the difference between stakeholders and constituency? • Stakeholders are persons. What is the rationale behind the choosing of the three strategic themes of the Army Strategy Map? • The PA considered the three strategic themes. it is the AFP and the Filipino people. business sector. frEquENTly aSKED quESTIoNS ganizational excellence because these are the concepts and principles that must be propagated and applied for the organization to realize its vision to be “a world-class Army that is a source of national pride” by 2028. The stakeholders are the partners of the PA in the accomplishment of its missions. groups. finance and logistics. internal processes. This will not affect the current operational requirements of the PA as it will only serve as a guide and reference for everyday actions and decisions An 18-year timeline is divided into 3 medium-term planning horizons ( 6 years) of the DND which coincides with 3 presidential terms. institutional and long-term interests of the organization would be advanced. 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. national government agencies. objectives. for external: academe. the constituency are the recipients of the services rendered by the organization. namely: good governance. operational excellence. With respect to the PA.g. the PA needs the participation and support of the stakeholders in order to respond to the needs of the constituents. the broader. and constituency because these perspectives ensure a balanced and comprehensive approach in the development of the strategy. In this way. • The relationship of the PA to the stakeholders is different from its relationship to the constituents. media. civilian employees. etc. local government units. On the other hand. constituency is the group of people who will benefit from the services delivered by the organization. enlisted personnel. church.). On the other hand. and policies (e. At the same time. In the case of the PA. they are responsive to the 2028 vision.frEquENTly aSKED quESTIoNS approach will provide stability to the plans and programs of the PA.

frEquENTly aSKED quESTIoNS 15. 18. The attainment of the objectives of the ATR will enable the PA to promote performance excellence and good governance. the stakeholders can help out in generating additional resources. And this will improve the negative perception of the civilian on the PA. the PA needs to improve this negative image through the attainment of the objectives of the ATR. (2) Institutionalize good governance. the PA opted to use the word ‘loved’ to have a better relationship with its constituents. • It enables the organization to monitor and report on performance gains and historical performance progression through objective data and scores that can be subjected to public scrutiny and validation. 16. Why does the PA need the support of its stakeholders? • The ATR is major undertaking of the PA that requires the support of the stakeholders. and (3) Adopt best practices in resource management. What is the rationale behind the choosing of the fifteen ATR strategic initiatives? • The fifteen strategic initiatives are chosen based 37 . An example of this is the inadequate financial resources of the organization. 36 frEquENTly aSKED quESTIoNS 17. In this instance. 19. As one of the major services of the AFP. To be world class. As such. the PA needs to have enough resources to enhance the various elements of the PA. • Basically. In addition. being respected is synonymous to being loved but the same cannot be said of the reverse since one can be respected but feared by its constituents. the scorecard system can assess whether the PA is a highly performing organization or not. How will the Philippine Army improve the negative perception the civilians has on the organization? • The military has been perceived negatively because of the issues on corruption and violence associated with it. Why is the word ‘loved’ used instead of the word ‘respected’ in Strategic Objective 13? • The word ‘loved’ is used because it has deeper and more positive meaning compared to the word ‘respected’. Some of these objectives are the following: (1) Develop and communicate a brand image consistent with the Army’s Core Values. This is necessary to make up for the constraints in implementing the program. What are the benefits to the PA of using a scorecard system? • The scorecard system is beneficial to the PA in two ways: • It enables the organization to be transparent in its conduct of missions and to be accountable to the performance targets it has committed to reach.

frEquENTly aSKED quESTIoNS on their suitability or high impact on the attainment of the strategic objectives and eventually the vision. In essence. financial resources. stakeholder involvement. What is the relationship between the ATR and the AFP IPSP “Bayanihan”? • The ATR and the IPSP support and complement each other. Therefore. and responsive Army. skilled personnel. The ATR provides the policy guidance on the organizational priorities and thrusts of the Army while the IPSP prescribes the operational imperatives based on the campaign to “win the peace”. and equipment or technology. The ATR prescribes the capability development and the organizational priorities that support the successful execution of the IPSP to “win the peace” by enhancing mission-essential capabilities and by promoting capacity-building in stakeholder coordination and partnership. 39 . the PASP aims to enhance the operational readiness of the Army in internal security operations and territorial defense and to establish a respectable image in the Southeast Asia which is the 2016 intermediate vision outlined in the ATR. What is the relationship of the PASP to the ATR and the AFP IPSP “Bayanihan”? • The PASP basically integrates the two documents. they actually complement each other because both espouse the same concepts and principles. • Essentially. professional. if we consider the two plans carefully. 38 frEquENTly aSKED quESTIoNS 21. feasibility or the successful implementation of the project vis-à-vis time. dynamic. and adherence to the rule of law but also intends to bring about a more capable. and urgency or the immediate need for the project. the ATR satisfies the requirement of the IPSP on security sector reform because the former does not only promote good governance. 20. acceptability or the conformity of the project to the policies and thrusts of both the DND and the AFP.

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